The document discusses project management and its increasing role in societies globally. It presents a case study on measuring the maturity of project management in Romania. The study analyzed project management practices in Romanian companies and institutions, as well as the level of project management education, research, and professional associations in the country. The results showed that while project management is increasingly used in large private firms, it has not been widely adopted as an organizational strategy across Romanian society. The findings provide a baseline for improving project management in Romania.
ADVANCED BOTOX COURSE.PART II. HOW TO INJECT BOTOX SAFELY?Osama Moawad
Â
We are truly in an âera of injectables,â with access to a varied armamentarium of products that yield dramatic aesthetic results with minimal recovery downtime. From its first published mention as an aesthetic treatment for glabellar lines in 1992, the use of commercially available BoNT type A (BoNTA) has captivated healthcare professionals and lay people alike. The availability of newer BoNTA formulations, with more expected in the near future, poses an exciting opportunity for aesthetic practitioners to reach an ever expanding potential patient base and provide increasingly refined treatment. Critical to this endeavor, is the ability to use BoNTA to its best effect; this requires, at minimum, an understanding of the scientific profile and physical characteristics of commercially available agents, but just as important are an understanding of the patient-specific factors that will determine the treatment plan. In addition, the ability to integrate consideration of each patientâs individual needs into the development of a personalized treatment strategy.
Using food composition tables and differences in nutrient content among varieties of the same species, the presentation makes the case for using biodiversity to achieve nutrient adequacy
ADVANCED BOTOX COURSE.PART II. HOW TO INJECT BOTOX SAFELY?Osama Moawad
Â
We are truly in an âera of injectables,â with access to a varied armamentarium of products that yield dramatic aesthetic results with minimal recovery downtime. From its first published mention as an aesthetic treatment for glabellar lines in 1992, the use of commercially available BoNT type A (BoNTA) has captivated healthcare professionals and lay people alike. The availability of newer BoNTA formulations, with more expected in the near future, poses an exciting opportunity for aesthetic practitioners to reach an ever expanding potential patient base and provide increasingly refined treatment. Critical to this endeavor, is the ability to use BoNTA to its best effect; this requires, at minimum, an understanding of the scientific profile and physical characteristics of commercially available agents, but just as important are an understanding of the patient-specific factors that will determine the treatment plan. In addition, the ability to integrate consideration of each patientâs individual needs into the development of a personalized treatment strategy.
Using food composition tables and differences in nutrient content among varieties of the same species, the presentation makes the case for using biodiversity to achieve nutrient adequacy
ISSN 1822-6515 ISSN 1822-6515 EKONOMIKA IR VADYBA 2011. 16 .docxchristiandean12115
Â
ISSN 1822-6515 ISSN 1822-6515
EKONOMIKA IR VADYBA: 2011. 16 ECONOMICS AND MANAGEMENT: 2011. 16
845
THE THEORETICAL APPROACH TO PROJECT PORTFOLIO
MATURITY MANAGEMENT
Bronius Neverauskas1, Ruta ÄiutienÄ2
1 Kaunas University of Technology, Lithuania, [email protected]
2 Kaunas University of Technology, Lithuania, [email protected]
Abstract
This paper is indented to discuss theoretical approaches to project portfolio management maturity.
Institutions use projects to solve strategic problems, to perform integrated processes, to generate innovative
activity strategies. In order to be able to manage strategically the competitive ability within business
environment, it is essential to discus about the maturity process of projects, project portfolio and programâs
projects, their potential vista development as well as strategy management within the organization. Expansion
of project based organizations only enhances project portfolio management maturity significance.
Project portfolio management maturity models serve as an instrument to criticize the project portfolio
management of organization. There are many models currently available to assess project management
maturity. We can find different researches designed for of the project portfolio management maturity.
In this context authors present the theoretical approach of the project portfolio management maturity
assessment. The paper demonstrates that project portfolio maturity management is crucial project
management problem.
Keywords. Project portfolio, project portfolio maturity, project portfolio maturity management,
excellence in project portfolio management.
JEL Classification: L21, M10, M12, M53.
Introduction
The environment is constantly changing and competition is growing. Therefore, it can be said that their
elements are interconnected. Globalization, new developments in technologies, recession and an instant
change of economics needs are bringing new challenges not only to business companies but to different
organizations as well. An organizationâs chosen approach to project management can drive expected
changes through projects aimed at better meeting forthcoming organizationâs needs. The need to manage
essential changes through project came into force in business companies, public sectors and social
environment organizations. These institutions are using projects in order to solve strategic problems, to
perform integrated processes, to generate innovative activity strategies.
Project management is a dynamic and developing process in scientific and study context. In order to
be able to manage strategically the competitive ability within business environment, it is essential to discus
the maturity process of projects, project portfolio and programâs projects, their potential vista development
as well as strategy management within the organization. Expansion of project based organizations only
enhances project portfolio management matur.
CHAPTER 2 Strategic Management and Project SelectionMore and m.docxcravennichole326
Â
CHAPTER 2
Strategic Management and Project Selection
More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as âmanagement by projectsâ and âproject management maturity,â reflect this increasing trend in our society. The explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. In addition to project managementâs great utility when correctly used, however, its utility has also led to many misapplications. As frequently noted by both consultants and industry project experts, there are many projects that:
⢠fall outside the organizationâs stated mission,
⢠are completely unrelated to the strategy and goals of the organization, or
⢠have excessive funding levels relative to their expected benefits.
In addition to the growth in the number of organizations adopting project management, there is also accelerating growth in the number of multiple, simultaneous, and often interrelated projects in organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all âprojectsâ are not actually projects at all, since they do not include the three project requirements for scope, budget, and due date.) Should we be undertaking all of them? Among those we should implement, what should be their priorities?
It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects to get adequate support, or even the attention of senior management. Three particularly common problems in organizations trying to manage multiple projects are:
1. Delays in one project cause delays in other projects because of common resource needs or technological dependencies.
2. The inefficient use of corporate resources results in peaks and valleys of resource utilization.
3. Bottlenecks in resource availability or lack of required technological inputs result in project delays that depend on those scarce resources or technology.
As might be expected, the report card on organizational success with management by projects is not stellar. For example, an early research study (Thomas et al., 2001) found that 30 percent of all projects were canceled midstream, and over half of completed projects were up to 190 percent over budget and 220 percent late. This same study found that the primary motivation of organizations to improve and expand their project management processes was due to major troubled or failed projects, new upcoming mega-projects, or to meet competition or maintain their market share. Those firms that âboughtâ project management skills from consultants tended to see it as a âcommodity.â These fi ...
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
Â
An organizationâs effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Â
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
Project and Change Management Success Factors from Malaysian Government Depar...IOSR Journals
Â
a Project is considered as a core element in any organization and its continuity can be guaranteed through a successful change management. Confronting merciless challenges at the current time particularly at the market field, the emergency need has been raised to overcome those obstacles and step ahead on rivals. One way that most organizations have moved towards its capabilities and put the pressure on it to produce quality and optimal outcomes is ICT. Thus, various types of IT projects with variant intended objectives have been conducted. As being witnessed recently and noticed previously, that a lot of IT projects turned to fail due to several reasons. Additionally, way of life changes from time to time and people requirements have changed and become so complicated recently with the exposure to advanced technology that has been attached with our daily life activities. A survey has been conducted among some Malaysian Government departments and agencies to elicit the main factors which participate in the success of projects and what the importance level of implementing an effective change management over projects that lead to sustainability and productivity of the organizations. This survey results have been received as a quantitative feedback that makes it clear to make a conclusion.
Jackson Benard Kindikwili, Dr. David Aunga, PhD
Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
DOI: 10.5281/zenodo.6463397
Published Date: 01-April-2022
Abstract: The objective of the study on the influence of project management practices on performance of alcoholic
beverage manufacturing industry in Tanzania. The study was conducted in Tanzania Breweries Limited (TBL). It was performed based on three hypotheses which are project planning, project execution and project monitoring and evaluation which were tested on organization performance. The study was performed using explanatory
design through causality testing practices with the data being collected in the case study from 100 respondents. The facts were obtained using questionnaires which were structured. The collected results were computed in SPSS data
sheet for generating significant statistics in filling the gap. Frequency tables and percentages as descriptive statistics were generated first and described the profile of the respondents. In addition to that, correlation and
multiple regression were described to show the relationship between study variables. Findings stated that all three independent variables such as project planning, project execution and project monitoring and evaluation have positive effect and significant statistically on organization performance. This implies that organization
performance in project management practices is determined by project planning, project execution and project monitoring and evaluation. The study further recommended that it is important for the organization to have adequate project management practices to assure performance in the task undertaking for the organization.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure and industrial sector in the last two decades. The study aims to review the
impact of any existing project management knowledge with the respondents and incremental value adds done
over a period of time through the above methods
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
Socio-Economic Factors and Project Implementation in Government Aided Seconda...AJHSSR Journal
Â
ABSTRACT : This study was set to establish the effect of social-economic factors on project implementation in
Government aided secondary schools in Uganda a case study of Kabale District. The elements of socialeconomic factors were: good Leadership, Team motivation and Planning. This study adopted This study used a
cross-sectional survey research design adopting quantitative and qualitative approaches. The quantitative
approach helps to describe the current conditions and to investigate cause and effect relationships between the
study variables. Data was collected in the means of administering a questionnaire survey from a sample of
162respondents. SSP was used to test hypotheses. Findings revealed that, (r = ..962, Pâ¤.01). The study
recommends that the social-economic factors such asgood Leadership, Team motivation and Planning should be
put into consideration when the government is providing/ giving resources to facilitate projects in Government
Aided secondary schools in Kabale District.
KEYWORDS: Project Implementation, Government-Aided Schools
PUBLIC SECTOR PROJECT MANAGEMENT PLANNING AND EFFICIENCY PROBLEMS Emils Pulmanis
Â
Third International Scientific Conference on Project management in the Baltic Countries âProject Management DevelopmentâPractice and Perspectivesâ: Riga, Latvia,April 10-11,2014. Conference Proceedings. Riga: University of Latvia, 2014,337p. ISBN 978-9984-49-470-8
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratâs DholeraAvirahi City Dholera
Â
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnât just any project; itâs a potential game changer for Indiaâs chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Â
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
ISSN 1822-6515 ISSN 1822-6515 EKONOMIKA IR VADYBA 2011. 16 .docxchristiandean12115
Â
ISSN 1822-6515 ISSN 1822-6515
EKONOMIKA IR VADYBA: 2011. 16 ECONOMICS AND MANAGEMENT: 2011. 16
845
THE THEORETICAL APPROACH TO PROJECT PORTFOLIO
MATURITY MANAGEMENT
Bronius Neverauskas1, Ruta ÄiutienÄ2
1 Kaunas University of Technology, Lithuania, [email protected]
2 Kaunas University of Technology, Lithuania, [email protected]
Abstract
This paper is indented to discuss theoretical approaches to project portfolio management maturity.
Institutions use projects to solve strategic problems, to perform integrated processes, to generate innovative
activity strategies. In order to be able to manage strategically the competitive ability within business
environment, it is essential to discus about the maturity process of projects, project portfolio and programâs
projects, their potential vista development as well as strategy management within the organization. Expansion
of project based organizations only enhances project portfolio management maturity significance.
Project portfolio management maturity models serve as an instrument to criticize the project portfolio
management of organization. There are many models currently available to assess project management
maturity. We can find different researches designed for of the project portfolio management maturity.
In this context authors present the theoretical approach of the project portfolio management maturity
assessment. The paper demonstrates that project portfolio maturity management is crucial project
management problem.
Keywords. Project portfolio, project portfolio maturity, project portfolio maturity management,
excellence in project portfolio management.
JEL Classification: L21, M10, M12, M53.
Introduction
The environment is constantly changing and competition is growing. Therefore, it can be said that their
elements are interconnected. Globalization, new developments in technologies, recession and an instant
change of economics needs are bringing new challenges not only to business companies but to different
organizations as well. An organizationâs chosen approach to project management can drive expected
changes through projects aimed at better meeting forthcoming organizationâs needs. The need to manage
essential changes through project came into force in business companies, public sectors and social
environment organizations. These institutions are using projects in order to solve strategic problems, to
perform integrated processes, to generate innovative activity strategies.
Project management is a dynamic and developing process in scientific and study context. In order to
be able to manage strategically the competitive ability within business environment, it is essential to discus
the maturity process of projects, project portfolio and programâs projects, their potential vista development
as well as strategy management within the organization. Expansion of project based organizations only
enhances project portfolio management matur.
CHAPTER 2 Strategic Management and Project SelectionMore and m.docxcravennichole326
Â
CHAPTER 2
Strategic Management and Project Selection
More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as âmanagement by projectsâ and âproject management maturity,â reflect this increasing trend in our society. The explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. In addition to project managementâs great utility when correctly used, however, its utility has also led to many misapplications. As frequently noted by both consultants and industry project experts, there are many projects that:
⢠fall outside the organizationâs stated mission,
⢠are completely unrelated to the strategy and goals of the organization, or
⢠have excessive funding levels relative to their expected benefits.
In addition to the growth in the number of organizations adopting project management, there is also accelerating growth in the number of multiple, simultaneous, and often interrelated projects in organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all âprojectsâ are not actually projects at all, since they do not include the three project requirements for scope, budget, and due date.) Should we be undertaking all of them? Among those we should implement, what should be their priorities?
It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects to get adequate support, or even the attention of senior management. Three particularly common problems in organizations trying to manage multiple projects are:
1. Delays in one project cause delays in other projects because of common resource needs or technological dependencies.
2. The inefficient use of corporate resources results in peaks and valleys of resource utilization.
3. Bottlenecks in resource availability or lack of required technological inputs result in project delays that depend on those scarce resources or technology.
As might be expected, the report card on organizational success with management by projects is not stellar. For example, an early research study (Thomas et al., 2001) found that 30 percent of all projects were canceled midstream, and over half of completed projects were up to 190 percent over budget and 220 percent late. This same study found that the primary motivation of organizations to improve and expand their project management processes was due to major troubled or failed projects, new upcoming mega-projects, or to meet competition or maintain their market share. Those firms that âboughtâ project management skills from consultants tended to see it as a âcommodity.â These fi ...
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
Â
An organizationâs effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Â
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
Project and Change Management Success Factors from Malaysian Government Depar...IOSR Journals
Â
a Project is considered as a core element in any organization and its continuity can be guaranteed through a successful change management. Confronting merciless challenges at the current time particularly at the market field, the emergency need has been raised to overcome those obstacles and step ahead on rivals. One way that most organizations have moved towards its capabilities and put the pressure on it to produce quality and optimal outcomes is ICT. Thus, various types of IT projects with variant intended objectives have been conducted. As being witnessed recently and noticed previously, that a lot of IT projects turned to fail due to several reasons. Additionally, way of life changes from time to time and people requirements have changed and become so complicated recently with the exposure to advanced technology that has been attached with our daily life activities. A survey has been conducted among some Malaysian Government departments and agencies to elicit the main factors which participate in the success of projects and what the importance level of implementing an effective change management over projects that lead to sustainability and productivity of the organizations. This survey results have been received as a quantitative feedback that makes it clear to make a conclusion.
Jackson Benard Kindikwili, Dr. David Aunga, PhD
Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
DOI: 10.5281/zenodo.6463397
Published Date: 01-April-2022
Abstract: The objective of the study on the influence of project management practices on performance of alcoholic
beverage manufacturing industry in Tanzania. The study was conducted in Tanzania Breweries Limited (TBL). It was performed based on three hypotheses which are project planning, project execution and project monitoring and evaluation which were tested on organization performance. The study was performed using explanatory
design through causality testing practices with the data being collected in the case study from 100 respondents. The facts were obtained using questionnaires which were structured. The collected results were computed in SPSS data
sheet for generating significant statistics in filling the gap. Frequency tables and percentages as descriptive statistics were generated first and described the profile of the respondents. In addition to that, correlation and
multiple regression were described to show the relationship between study variables. Findings stated that all three independent variables such as project planning, project execution and project monitoring and evaluation have positive effect and significant statistically on organization performance. This implies that organization
performance in project management practices is determined by project planning, project execution and project monitoring and evaluation. The study further recommended that it is important for the organization to have adequate project management practices to assure performance in the task undertaking for the organization.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure and industrial sector in the last two decades. The study aims to review the
impact of any existing project management knowledge with the respondents and incremental value adds done
over a period of time through the above methods
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
Socio-Economic Factors and Project Implementation in Government Aided Seconda...AJHSSR Journal
Â
ABSTRACT : This study was set to establish the effect of social-economic factors on project implementation in
Government aided secondary schools in Uganda a case study of Kabale District. The elements of socialeconomic factors were: good Leadership, Team motivation and Planning. This study adopted This study used a
cross-sectional survey research design adopting quantitative and qualitative approaches. The quantitative
approach helps to describe the current conditions and to investigate cause and effect relationships between the
study variables. Data was collected in the means of administering a questionnaire survey from a sample of
162respondents. SSP was used to test hypotheses. Findings revealed that, (r = ..962, Pâ¤.01). The study
recommends that the social-economic factors such asgood Leadership, Team motivation and Planning should be
put into consideration when the government is providing/ giving resources to facilitate projects in Government
Aided secondary schools in Kabale District.
KEYWORDS: Project Implementation, Government-Aided Schools
PUBLIC SECTOR PROJECT MANAGEMENT PLANNING AND EFFICIENCY PROBLEMS Emils Pulmanis
Â
Third International Scientific Conference on Project management in the Baltic Countries âProject Management DevelopmentâPractice and Perspectivesâ: Riga, Latvia,April 10-11,2014. Conference Proceedings. Riga: University of Latvia, 2014,337p. ISBN 978-9984-49-470-8
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratâs DholeraAvirahi City Dholera
Â
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnât just any project; itâs a potential game changer for Indiaâs chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Â
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Â
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Â
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤Ż
We will dig deeper into:
1. How to capture video testimonials that convert from your audience đĽ
2. How to leverage your testimonials to boost your sales đ˛
3. How you can capture more CRM data to understand your audience better through video testimonials. đ
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Â
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website â www.pmday.org
Youtube â https://www.youtube.com/startuplviv
FB â https://www.facebook.com/pmdayconference
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Â
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Â
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, youâll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Â
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. Youâll also learn
⢠Four (4) workplace discipline methods you should consider
⢠The best and most practical approach to implementing workplace discipline.
⢠Three (3) key tips to maintain a disciplined workplace.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
Â
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Putting the SPARK into Virtual Training.pptxCynthia Clay
Â
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Romania as a Project-Oriented Society
Alina BârgÄoanu, associate professor
Loredana CÄlinescu, assistant professor
National School for Political Sciences and Public Administration, Bucharest
Abstract. Projects and project management play an increasing role in the global
economy. In a context marked by the evolution of project management from a technical
function to an organizational methodology that can be embraced successfully by
communities, associations, government agencies, big companies, and even by the society
as a whole, the concept of âproject-oriented societyâ gains ground. Not only is the
concept on the rise, but also research on measuring the maturity level of the project-
oriented society.
The main assumption underlying this paper is that there is a correlation between
the maturity of project orientation and the managerial competitiveness of each society.
The paper explores this correlation by presenting in detail the research study âProject
Orientation Romaniaâ, which focused on the main measurable dimensions of a project-
oriented society.
Key words: project management, maturity, society, education, research
2. 1. Project Management is Challenging the World
The world in which organizations operate today is rapidly becoming more
complex than it has ever been before. Major shifts in technology and in the business and
economic environment present many opportunities, but many challenges, too, to
organizations striving to manage and thrive under circumstances of constant change. One
key challenge for public and private organizations is to keep focused on strategic
objectives, with an ability to translate these into results while adapting to external forces.
One of the answers to this challenge is project management orientation or how to achieve
sustainable results through projects.
Project management has evolved to offer a variety of models that fit growing
areas of application. âFrom earliest recorded times, people have worked together toward
designing and creating projects. Although the term project management did not come
into wide use until de 1950s, its history is much longer than the term itselfâ (Cleland &
Ireland, 2006: 1-4). Project management, which started with robust classical methods,
expands now into a strategic model in which âit becomes the vehicle to implement
organizational strategy in a complex environmentâ (Tanaka, 2006: 6). The practice of
project management has continuously evolved since the end of the Second World War.
Nowadays, project management is widely applied to the operation of private and public
enterprises, as well as non-profit, research, education and development organizations.
One of the reasons accounting for this explosion is that traditional, well-established
3. industrial age principles and methods for managing classical functional organizations
(involving ongoing, repetitive operations) do not work well for planning, controlling, and
managing projects, seen as unique, complex undertaking to create new products,
facilities, services (Wideman, 2006: 36). The accelerated emergence of ad-hoc â adaptive
â organizations (Toffler, 1984: 23) has triggered the subsequent ascent of project
management as a popular organizational methodology. Since organizations are goal-
directed and constantly undertake changes to accomplish their goals, the concept of
project seems to be a natural means for them to manage the complex dimensions of any
initiative. This should be true whether the goal is the development of a new software
product, implementation of new systems in an organization, designing an innovative
product or service, or performing an external contract. This should also be true for any
type of organization â corporations, small or medium-sized companies, NGOs, public
administration, universities. All of them are goal-oriented, thus allowing for project
orientation. Even more, as we will show further on, project management is currently
starting to be applied to societies as a means of enabling and coordinating development.
2. Projects and Project Management â How to Meet Strategic Objectives
There is empirical proof that the models and methods of modern project
management are a premise and a catalyst for economic and social benefits. Some of the
best performing corporations have achieved some degree of excellence in project
management, including Hewlett-Packard, Star Alliance, Intel, Motorola, Ericsson, Nortel,
General Motors, Walt Disney, Boeing (Kerzner, 2006).
4. Projects and programs facilitate effective management to meet strategic
objectives. Mostly, organizational success is dependent upon successful projects and this
is also the case when applying project management to societies. Success is generally seen
as meeting the cost, scope, and schedule estimates. Having established project
management practices increases an organizationâs chances for successful projects,
programs, and overall achievement of financial and strategic goals (Foti, 2002: 6).
According to the same author, research by the Software Engineering Institute from the
Carnegie Mellon University (Pittsburgh) on six organizations revealed that those who
displayed project management maturity achieved a 35% increase in productivity, 10%
decrease in time to market, and 39% reduction of post-release defects. Starting from this
kind of evidence, project management scholars and practitioners started to expand project
management maturity models by applying them to other kind of goal-driven entities, such
as societies. They postulated a strong relationship between project management maturity
and competitiveness of a society.
As shown above, the meaning of projects has lately twisted from a rather limited
view - construction, IT&C â to a more general one, which underlines the fact that
projects should be connected to policy-making and implementation. Furthermore, there
are voices that consider the practice of project management as a new profession. Over the
last few years, many discussions have been carried out within international conferences,
publications and elsewhere, the conclusion being that project management is a global
profession. In 1990, during the Project Management World Congress of the IPMA
(International Project Management Association), an agreement was reached that the
performance of projects assures the competitiveness of companies and of societies.
5. Conceived as a macro-economic, large-scale approach, project management is a means of
enabling development. This shift has also implied the idea that projects are
multidisciplinary, having multiple purposes, and representing the means to deal with
complexity and turbulence. Project management seems to be the contemporary driver of
innovation and of global competitiveness.
3. Project Management Maturity Models
Just like individual project managers, organizations and societies need to become
more competent, develop the necessary skills, knowledge and attributes, evolve and
mature in order to conduct, manage and support their projects effectively and
successfully. The organizationâs ability to effectively manage programs or projects, to
support those projects in their environment and to apply best practice principles,
processes and techniques, influences the success of projects and the ultimate realization
of organizational goals and objectives. Therefore, the more competent an organization is
in the management and support of projects, the more likely it is to evolve, mature,
develop, and be more successful. We think that this principle also applies to project
management maturity of a society: the more project-oriented a society is, the more likely
is to successfully cope with the dynamism and complexity of social and economic life,
thus enhancing competitiveness in all its sectors and levels. In order to test this
assessment, one should first take a clear look to the evolution of project management
maturity models.
6. There is a significant theoretical and practical concern for project management
maturity models. Following the success of the Capability Maturity Model that was
developed by the Software Engineering Institute in the USA as a measure of software
development capabilities, a number of project management maturity models have
emerged in recent years for both individuals and organizations. As an immediate
consequence of this, there is an increasingly active debate amongst members of the
project management community on the importance of maturity models for project
management. Some theoreticians consider that maturity models can be a very useful
methodological tool assisting organizations in performing strategic planning for project
management, and that they can, ultimately, lead to achieving excellence in project
management (Kerzner, 2005). Others think that project management maturity models are
indispensable to the development of organizations as it is reflected in their project
orientation maturity (Gareis, 2005). Moreover, the strongest project management
associations have developed their own project management maturity models. PMI
(Project Management Institute) has its own model, which is widely employed â OPM3
(Organisational Project Management Maturity Model), whereas APM (Association for
Project Management) has developed PRINCE2 MM (PRINCE2 Maturity Model). In
addition to these, some of the largest corporations â such as IBM â and local project
management associations â German Project Management Association, for example â
have elaborated their organizational maturity models (which are more or less derived
from the PMIâs or IPMAâs standards in project management), and, thus have proposed a
specific way in which organization could asses the maturity of individual projects
(Cooke-Davies, 2002). According to Gareis (Gareis, 2005), in order to identify an
7. organization as a project-oriented organization, the management of projects and
programmes within the organization and the strategic, cultural, and structural
prerequisites for their performance must be considered.
Project management maturity is mostly gained through guidance of models,
which provide structural roadmaps and objective scoring to track and measure the
progress. These types of models can be viewed as corporate stethoscopes that can assess
and diagnose an organizationâs health and can ultimately show the way to achieve
success and maturity in that organization (Mahata, 2007).
4. Project Management Maturity of Societies
Projects and project management play an increasing role in the global economy.
Aerospace, IT, automotive, and pharmaceuticals are only some industries in which
project management is the dominant approach. Besides, âin many societies projects and
programmes are being used more and more often in companies, but also in other
organizations such as (small) communities, in associations, in schools and even familiesâ
(Gareis, 2005: 32). Project management is no longer an engineering function, but an
organizational methodology that enables organizations â be they small or large, private or
public â to implement their development vision. These shifts â from a purely technical or
engineering function to an organizational strategy, from a tools-and-techniques view to
an innovation-driven approach highlight not the only the importance of project
management as a field of study, but the acknowledgement of project management as a
8. critical component to organizational success. In fact, project management has become
part and parcel of a modern approach to and view of organizational management.
It is no wonder then that project management tools and concepts have lately
started to be applied to communities and even societies. âManagement by projects is
becoming an organizational strategy of society in order to better handle the increasing
complexity and dynamics of society and its environmentsâ (Gareis, 2005: 33). Therefore,
projects and project management are not just a micro-economic concern, but also a
macro-economic one. âFor centuries, project management has been used in some
rudimentary form to create change or deal with change in societies. Change in a positive
sense is caused by the application of management action that results in the consumption
of resources to create a desired product, service, or organizational processâ (Cleland &
Ireland, 2006: 1-4).
In this context, marked by the evolution of project management from an
engineering/ technical function to an organizational methodology that can be successfully
embraced by communities, associations, municipalities, government agencies, big
companies and even societies as a whole, the concept of âproject-oriented societyâ gains
ground. Not only is the concept on the rise, but also research on measuring the maturity
of the project-oriented society. This line of research is premised on the idea that there is a
competitive advantage of societies through project-orientation, that there is a correlation
between the maturity of a project-oriented society and the results it achieves in projects
and programs. Ultimately, there is a correlation between the maturity of project
orientation and the managerial competitiveness of each society.
9. An articulated model for studying the maturity of the project-oriented-society is
Gareisâ (2005). The maturity is assessed along two dimensions:
- the maturity of project management practice in various sectors of the society
(private, non-profit, municipalities etc);
- the project-management related services: education (number of education and
training programs, curricula), research (number of research programs, volume of research
funds, national research initiatives, coordination of research), and marketing services
(strength and visibility of professional associations, number of certified professionals,
number of professional events).
Beyond important theoretical implications, such an analysis forms the basis for
the definition of objectives of different national project management initiatives. Research
into the maturity of âAustriaâ as a project-oriented nation, for example, was the starting
point for formulating the âProgram I Austria â the Austrian project management
initiativeâ (Gareis, 2005: 83).
5. Case Study: Project Management Maturity of Romania
5.1. General Information about the Study
Project management appears to be very popular in Romania, at least as far as the
usage of the term is implied. This has happened as a result of two phenomena. The first
phenomenon has to do with the increasing number of multinational corporations opening
business in Romania and relying on project management as a vital organizational concern
10. and strategy. The second phenomenon has to do with the level of European funds granted
to Romania as a member of the European Union (approx. 30 billion Euros for 2007 â
2013).
Despite this popularity, there is no accuracy in using the word project, which is
the source of many ambiguities. The Romanian word for âprojectsâ is used to refer to
projects as such, to application forms, to drafts, to technical drawings, to plans and ideas
alike (Bargaoanu et al, 2007). A Glossary of Terms was issued by the Romanian Chapter
of the International Project Management Association (IPMA), but this has not permeated
regular usage. There are big discrepancies between the usage of project management in
big, private companies (such as Petrom, BCR, Romtelecom) and public administration.
Moreover, especially among experts dealing with projects in public administration, there
is the widespread belief that a strong project management methodology is not vital for the
success of a project after all.
The statement regarding the fact that project management has not spread as an
organizational strategy on a large scale in Romania, that the country lacks a âcultural
backgroundâ of thinking and performing in terms of projects, of conceiving development
by applying project management methodologies is empirically based on the results of a
research project carried out in Romania between September 2006 and June 2007. The
research project on Romania as a project-oriented nation was part of the international
research programme Project Orientation [international], which was initiated by the
PROJEKTMANAGEMENT GROUP of the Vienna University of Economics and
Business Administration, Austria. The research was carried out by a team composed of
both international and local researchers. As local researchers, we were involved in
11. analyzing and evaluating project management related services in Romania, this meaning
project management related education, project management related research, and project
management related marketing.
5.2. Methodology
The main objectives of the research project were the analysis and benchmarking
of 16 project-oriented companies in Romania as well as the analysis of the project
management-related services (education, research and marketing). The results of
Romania as a project-oriented nation were derived by using the models âproject-oriented
company matureâ and âproject-oriented society matureâ (Gareis and Huemann, 2007).
The results of âRomania as a project-oriented nationâ project were benchmarked against
six other participating countries in the research programme.
The model âproject-oriented society matureâ (Gareis, 2007) is based on the
assertion that âsocieties that use projects and programs regularly as temporary
organizations can be perceived as project-oriented societies. The perception of a nation as
project oriented is a construction; it requires the observation of a nation with a specific
pair of glasses â the glasses of project orientationâ (Gareis & Gruber, 2006: 22-7). The
âglasses of project orientationâ should make us see and analyze a few essential aspects
related to project management maturity of a society, such as project management-related
services or project management-related education. Once evaluated, these aspects will
offer an accurate image on how project management mature a nation is.
12. The project-oriented society is characterized by the following dimensions, deeply
analyzed in our research:
- Project management-related research (e.g. number of research projects in the
field of project management, number of project management-related
publications);
- Project management-related education. (e.g. institutions that teach project
management, types of project management educational programmes);
- Project management-related marketing (e.g. number and activities of project
management associations, number and format of project management events).
To analyze a project-oriented society, the questionnaire âproject-oriented society
matureâ (Gareis) was applied. The questionnaire included questions regarding the three
dimensions mentioned above (e.g. âHow many of the following institutions offer project
management educational programmes?â).
The results were gained by Internet search, analysis of relevant documents, and
personal contact to representatives of project management-related services institutions
and expert interviews. More specifically, we used the following research tools, necessary
for filling in the questionnaire:
- Internet research: we consulted more than 20 Romanian web pages related to
project management education, marketing and research (e.g.
www.postuniversitar.ro, www.pmi.ro, www.comunicareonline.ro,
www.upb.ro);
- Face-to-face interviews with Romanian project management stakeholders: we
interviewed 2 IPMA â Romania representatives and 4 PMI Romania
13. representatives in order to collect information on the role played by the two
associations in raising the awareness of project management in Romania;
- Interviews with university representatives: we called or met to interview 18
academic representatives in order to get a clear view on the project
management educational programmes (at both undergraduate and graduate
levels), PhD programmes, books or articles;
- Analysis of documents: we analyzed various documents related to Romanian
higher education, Romanian management-related publications, and authority
level of Romanian project management associations.
5.3. Project Management-Related Education
In Romania project management is not taught in elementary schools or in high
school since it is considered to be a very specialized field, suitable for academic syllabi
only. Therefore, research dedicated to project management-related education was
confined to higher education and the research results are as follows (see also Table no.
1).
Our research shows that there are many separate project management courses that
are offered either at graduate or undergraduate level. Such separate courses are affiliated
with departments of European integration, engineering, IT, management and economic
science. They are not organized into a full academic programme and have various names
in the curriculum: Project Management, Management of Environmental Projects,
14. Management of Structural Funds, Project Financial Management, Risk Management in
Projects, Management by Projects (Gareis et al., 2007: 23).
Second, there are approximately 23 mastersâ programmes in project management
throughout the country. Given the short history and practice of project management in
Romania, one can notice a gap between the huge number of academic programmes and
the realist number of specialists who are able to teach project management at university
level (especially at graduate level). Out of a total of 25 analyzed universities, 11 offer
project management courses specialized in various fields, such as economics,
engineering, European studies, IT. The curricula for project management courses are
focused solely on project management concept and methodologies. Subjects like
Programme Management or Project Portfolio Management are rather ignored or totally
unknown (Gareis et al., 2007: 26). Organizational design is covered within the general
or strategic management courses and is not often associated with project management in
the analyzed curricula, whereas process management is often associated with business
management (see also Table no. 2).
Third, the growing tendency related to the concept of âcorporate universityâ,
meaning the strong partnership between universities and corporate training providers in
project management education, is notably absent in Romania. Educational programmes
are not offered in Romania in partnership either with recognized training providers, or
with representatives of the field or of the professional associations.
15. 5.4. Project Management-Related Research
A national institution coordinating project management-related research does not
exist in Romania, while universities are considered mainly responsible for this type of
research. There is no research institute and the existing professional associations do not
offer research grants (see also Table no. 3).
Among the known research endeavors dedicated to project management, we can
mention three projects carried out by the Academy of Economic Studies, âMethodology
for Designing and Implementing IT Portfolio Management Applicationsâ, âManagement
and Administration of Excellence Research Projectsâ, âManagement of Research
Projectsâ and one research project currently implemented by the National School for
Political Studies and Public Administration, called âThe Perceived Social Relevance of
Project Management in Romania. Benchmarking Project Management Maturity of
Romanian Higher Education against the European Systemâ. Interesting and relevant as
they may be, these are disparate efforts, carried out in the absence of a research agenda,
that should act as a catalyst and as a disciplinary tool.
The lack of a consistent project management research strategy is reflected in the
number and relevance of Romanian project management publications. Most of the project
management literature in Romania is made of translations, whereas the already small
number books written in Romanian do not have a strong research foundation and do not
offer case studies taken from the Romanian market. There is no Romanian journal â be it
professional or research oriented â dedicated to Project Management or that has Project
Management as a title (see also Table no. 4). No formal PhD degree in Project
16. Management is currently awarded in Romania. A few PhD theses having Project
Management as a subject are written, but there is no formal PhD programme. No project
management research events or workshops have taken place until the time of the
research.
5.5. Project Management-Related Marketing
There are two big umbrella organizations for project management in Romania:
International Project Management Association (IPMA) and Project Management Institute
(PMI) Chapter. At the time of our research (June 2007), the national IPMA association
had approximately 150 members (individuals and companies), and PMI Romania 193
members (see also Table 5). The number of members and certified project managers is
increasing rapidly. According to their by-laws, the associations offer a number of services
such as certification of project managers, promotion of project management research,
project management events, development of project management standards, project
management-related publications, newsletters and project management-related networks.
Research indicated that each association is focused on 2 or 4 items related to increasing
the visibility of project management in Romania. Both deliver services related to
certification of project managers and project management seminars, only the National
IPMA distinguishes itself by being involved in the development of project management
standards and project management awards.
Despite a sensible dynamics, the two project management associations are still on
the way to acquiring strength and visibility. Their products, such as the occupational
17. standard and the glossary of terms, are far for steering practice. This is also reflected in
the fact that there is no national lobbying to require project management certification for
key project management positions. There is no national standard providing a generic
baseline for managing EU-funded projects or for managing projects in the public sector
generally (see also Table 6). No formal project management requirements are asked in
applying for EU grants, in tendering for EU contracts or for public tenders in general.
6. Conclusions
The maturity ratio of Romania as a project-oriented society is 1,87 (the maximum
maturity ratio is 5). This result was obtained as an average of the maturity ratios for the
three dimensions:
- Project management-related education: maturity ratio 2,00;
- Project management-related marketing: maturity ratio 2,31;
- Project management-related research: maturity ratio 1,32.
These results show that there is a gap between project management-related
marketing and the other two dimensions (education and research). This means that actual
Romanian project management quality is overrun by project management-related
marketing. Raising awareness of project management does not necessarily imply the
substantial development of the field. Obviously, there is a strong relationship between
project management education and research and project management awareness. If
project management related services and project management capabilities do not develop
at a professional level, by following internationally recognized standards and
18. methodologies, national development and competitiveness are definitely weakened. As
shown above, excellence in delivering viable projects (publicly or privately financed) is
one of the most important factors in assuring a flawless, yet dynamic, development of a
nation.
The current results of the project âRomania as a Project-Oriented Nationâ could
be the basis for furthering the maturity of the country from this perspective, with a view
to enhancing its global and European competitiveness. Actions meant at furthering
Romaniaâs project management maturity could follow some specific steps:
- developing project-management education programmes at high school
level and consolidating the ones offered at undergraduate and graduate level;
- building awareness of project management as a discipline and profession;
- placing a strong focus on research;
- fostering the project management certification as a step to promoting
âproject managerâ as a profession;
- building a network for universities, other educational and research
institutions and project-oriented companies in order to promote project and process
management-related research and education (Gareis et al., 2007).
The process of furthering project management maturity in Romania also needs to
take into account some worldwide challenges. These relate to the need for the emergence
of project-friendly executives and project friendly business environment, the diffusion of
project management as an organizational strategy and a macro-economic concern, the
awareness and visibility of the profession and its perceived relevance both in economic
and social terms. The analysis of the âcultural backgroundâ in the field of project
19. management, of the maturity level of Romania as a project-oriented society offers insight
into Romaniaâs preparedness to be a player into European and global politics. It draws
attention upon the need to conceptualize and understand project management as a macro-
economic, large-scale approach, a catalyst for development and competitiveness.
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