Competence development organizations in project management on the basis of genomic model methodologies

Project management and sustainable development are ones of the most important concepts that have gained great popularity in the scientific community in recent years. The need to integrate sustainability into project management is increasing every year changing the requirements for project managers’ competencies. Despite of the growing scientific interest in this topic, there is a small number of research papers that consider the impact of the concept of sustainability on the competences of a project manager. Thus, the purpose of this study is to identify the most important knowledge, skills and abilities and personal qualities needed by project managers for successful sustainable project management. The research is based on the analysis of the sources of scientific literature, international, and national standards in the field of project management. The results showed that over the past 5 years the project manager profession has undergone significant changes, and in order to achieve sustainability project managers need to develop new professional competencies based on knowledge, skills and abilities, and personal qualities.

Purpose The aim of this paper is to map and scope the relationship between the literature on project management and public management to progress closer engagement between the two fields. The paper develops a framework outlining a set of conceptual linkages between the two literatures and outlines a research agenda to further the contribution of future scholarship. Design/methodology/approach A scoping literature review was conducted encompassing papers informing the interplay between project management and public management, identifying a set of connection points between shared thematic areas. Findings Our findings include the identification of conceptual connectors, defined as correspondences between thematic areas in the two fields of project management and public management, whereby theories and notions drawn from one can be adapted and applied to the other field. We have identified the following thematic areas in the respective fields as connectors: project stakeholder management AND partnership collaboration and multi-agency working; Project management levels (portfolio, programme and project) AND public policy implementation; Project innovation AND public innovation; Project leadership AND public leadership. We also examine how the ways in which the notion of time is conceptualized in project management can inform analyses in public management as another key connector point. The paper also provides an overview of the relationships between these two fields of scholarly inquiry; it is noticed that, while there is a longstanding relationship between them, recent critical approaches provide increased traction to integrate project management and public management scholarship. Research limitations/implications The paper is theoretical-conceptual in nature, from which mainly derive its limitations and implications: the paper can guide, and it would benefit of, the development of empirical research on the use of project management logics and techniques in the field of public management. Practical implications The article can provide valuable guidance for public managers/managers of public services for deepening and bettering the awareness and use of project management logics and techniques for tackling complex public affairs problems. Social implications The article aims at discussing and fostering awareness about a social-anthropological understanding of project management in the field of public sector and public services management, by developing a set of interconnections between the two fields. Originality/value This article makes three main contributions. First, it identifies conceptual connections between the fields of project management and public management, thereby further informing the literature in public management on change management and reform. Second, the study provides a valuable addition to public management scholarship by identifying the importance of the critical project management school for furthering public management theory and research. Finally, the study assists scholarship by identifying three phases between the project management and public management literature: a first phase characterized by mutual misunderstanding; a second phase in which the development of critical project management has enabled selective application of project management concepts to the field of public management; and a third and current phase which sees closer engagement between the two fields. The phases indicate project management is not a static technical discipline, but one increasingly informed by critical theories. The conceptual connections between the fields of project management and public management identified in this paper, and the research agenda whose contours are outlined, can enable progressing knowledge in a range of thematic areas in public management.

The article considers project management in state and municipal management, and notes the limitations of its application at the regional and municipal levels. Most municipalities have formed municipal project offices, but the work is carried out exclusively within the framework of the implementation of national projects and is more formal than practical. There is a complexity of perception of new approaches in management. Despite the active widespread introduction of digitalization in municipalities in recent years, there has been a tendency to increase the information closeness of government bodies and departmental structures from each other. The existing system of interdepartmental electronic interaction is currently focused mainly on obtaining the necessary information by the authorities in order to provide individuals and legal entities with state and municipal services. In the field of state and municipal project management, there is a certain information vacuum that prevents various project management participants from effectively performing their functions in the project implementation process. As a solution to this problem, it is proposed to lay the basis for improving the project management system a single digital platform for interdepartmental electronic interaction, combining information about both citizens on the basis of the portal of state and municipal services, and about economic entities (legal entities and individual entrepreneurs), as well as real estate objects accumulated on the basis of the portal of the Federal Tax Service of the Russian Federation, which will allow state authorities and local governments to receive complete information, necessary for the correct management decision - making, including in the field of project management.

Public sector organisations responsible for infrastructure development in most non‐industrialised countries, which include infrastructure departments/ministries, parastatal organisations and other statutory organisations qualify as project‐oriented organisations (POO). There are strong indications to suggest that these organisations' project management (PM) competencies leave a lot to be desired. At face value they purport to be fully fledged project‐oriented organisations and performing as competent PM organisations, while in reality they are predominantly dependent on accidental project managers. This paper reports on a study that was carried out in one of the large infrastructure departments in South Africa. The focus is on one of the premiere programmes managed by the department. The management of the programme is scrutinised in order to establish the department/ministry's PM competence. An evaluation of the performance of the programme was carried out in relation to the ministry's mandate in order to assess its PM competence. It is found that the programme in its current form could be described as a ‘white elephant’ and a programme that does not have an appropriate organisation structure, nor appropriate and sufficient staff to carry out its objectives. The programme's management system is found to be very poor and at the lowest level of maturity (level 1 out of 5). Recommendations are made that the programme in its current form cannot fulfil its mandate successfully without a fundamental overhaul, addressing its organisational structure, personnel qualifications and programme management system.

Based on the appearance of their faces, we attribute to people personality traits, moods, capacities, or competences. This unconscious process plays a central role in our everyday decisions and how we choose partners or our favorite candidate. This work is the first approach to the analysis of the influence of appearance-driven judgments of faces in the project management field. The main objective of this study was to obtain an approximate image of the general mental prototype of the face of a project manager using noise-based reverse correlation. The obtained image shows the features of the faces that drive the perception of a good project manager. The face shows very high average scores for all the competences recognized in the IPMA Individual Competence Baseline when assessed by a sample of project management practitioners. From these results, it can be stated that people have clearly defined prototypes of facial features that convey the perception of being a competent project manager, and this finding may have implications in the project management field.

The article is devoted to the issues of combination of the most important components of the theory of sustainable development and the principles of project management. The current state of the problem has been analyzed, the lack of knowledge on the corresponding issues in national literature and practice has been indicated, the rare use of sustainable development elements in project management has been identified. The prerequisites for the involvement of sustainable development objectives in the components of project management have been examined. Achieving the defined purpose is possible through the implementation of projects that aim to take into account the interests of sustainable development, as well as through the implementation of other projects that include the objectives of sustainable development. Critical inconsistencies in methodological approaches to the accomplishment of the objectives of sustainable development and project management have been identified. Thus, a more profound specification of the project's priorities and objectives, as well as the elaboration of time scheduling and scope of work are needed. The objectives for minimization of the identified inconsistencies as well as for rationale for the principles of corporate social responsibility provision have been defined. The assessment of the current regulatory documents in the field of project management with the focus on the involvement of sustainable development objectives has been conducted. It is pointed out that the corresponding aspects are poorly elaborated in the most well-known regulatory documents, namely, Individual Competence Baselinet (ICB), International Project Management Association (IPMA), Project Management Body of Knowledge (PMBOK), Project Management Institute (PMI), A Guidebook of Project and Program Management for Enterprise Innovation (P2M), etc. Methodological approach to the integration of management decisions into the project management, the main components of which must be the integration of the regulations of PM into the main stages of SD, the broadening of time and geography of the project indicators, the identification of the correlations between the life-cycle of the project and product, as well as the expenses on the implementation of these projects and products and significant extension of the requirements of the project manager.

This scientific article explores the theoretical aspects of team management in the context of different management methodologies and compares the effectiveness of Agile and Waterfall project management methodologies. The study reveals that Agile methodologies are highly effective and provide significant cost savings but are still not widely used in Ukraine. Also, this article compares such methodologies as Scrum, Kanban, Lean, PRINCE2, SIX SIGMA, and Hybrid. The choice of methodology should depend on specific project conditions, such as team size and project complexity. The study presents new insights into the advantages and disadvantages of various approaches to team management. The study finds that teams using the Agile methodology achieve better results on average than teams using the Waterfall methodology. It also shows that using Agile methodologies is more common in small teams than in large ones. As project complexity increases, traditional methods such as Waterfall become more common. Therefore, the article provides a valuable contribution to the field of project management and can be helpful for project managers who are looking for an optimal approach to managing their teams. Purpose of the article. The purpose of this article is to investigate the theoretical aspects of team management in the context of different management methodologies and to compare the effectiveness of these methodologies in Ukraine and other countries. In addition, the paper aims to contribute to the ongoing debate about the benefits of using agile methodologies in project management and to highlight the need for further research in this area. Design/methodology/approach. This article is based on a comprehensive literature review of recent research and publications on team management and project management methodology. Research sources used include scientific journals, conference proceedings, books and online resources. The focus is on comparing and contrasting different approaches to team management across methodologies including Agile, Waterfall and Lean. The study also includes an analysis of empirical data collected during surveys conducted in Ukraine and other countries to determine the most effective team management practices for projects of various sizes and complexities. The research design used in this study is primarily qualitative as the focus is on exploring the theoretical aspects of team management through different management methodologies. However, research also includes a quantitative element, as the analysis of survey data involves the use of statistical methods to identify relationships between variables. Limitations of the study include the sample size of the survey participants and the geographical coverage of the study, which is mainly focused on Ukraine and other European countries. Особистий фінансовий консалтинг: світовий досвід та перспективи розвитку в Україні 141 Findings. The results of this study indicate that Agile methodologies are becoming increasingly popular in software development teams around the world. The study also found that the use of Agile methodologies is more prevalent in smaller teams compared to larger teams. This trend may be due to the fact that smaller teams are more flexible and can adapt more easily to the iterative and collaborative nature of Agile methods. However, the data also suggests that as the complexity of a project increases, the use of Agile methods becomes less prevalent, with more traditional methods such as Waterfall being used instead. In terms of team management, the study found that the use of Agile methodologies can lead to higher levels of team collaboration and communication, which can ultimately lead to more efficient and effective project outcomes. However, it is important to note that effective team management requires more than just the use of a particular methodology, and other factors such as leadership, communication skills, and team dynamics also play a crucial role. Overall, the findings suggest that Agile methodologies can be a powerful tool for software development teams, particularly in smaller teams and less complex projects, but that effective implementation and management are key to achieving success. Originality/value. The originality and value of this study lie in the comprehensive analysis and comparison of different management methodologies in the context of team management. The study presents new insights into the advantages and disadvantages of various approaches to team management and provides practical recommendations for organizations in Ukraine and other countries. Furthermore, the study contributes to the existing body of literature on team management by providing empirical evidence on the effectiveness of different management methodologies. The study also highlights the importance of considering the size and complexity of the project when choosing a management methodology. Overall, the findings of this study can provide valuable guidance for managers and organizations in selecting the most suitable team management methodology for their specific needs and circumstances. Practical implications. The results of this study have practical implications for project managers and team leaders who are responsible for managing teams in different countries with different project sizes and complexities. Research shows that using a specific methodology does not guarantee success in team management and that an individualized approach based on the specific needs of the team and project is more effective. Overall, the practical implications of this study can help project managers improve their team management skills and increase the likelihood of project success.

Analysis of the significance of the interested parties of the project

The implementation of project management in the education system is impossible without the development of new types of competencies by teachers, which will allow the use of project management methods in professional activities. The article substantiates the need for training teachers who are competent both in managing student projects and in organizing their own project activities, as well as in project activities and project management of an educational institution. The article describes the experience of building competencies in the field of project management among students — future informatics teachers studying in the field of training 44.04.01 “Pedagogical Education” (master’s program “Information Technologies in Education”) at Nosov Magnitogorsk State Technical University. Based on the requirements of the professional standard 06.016 “Project Manager in the Field of Information Technologies”, the requirements for the competence of specialists in the field of project activities, etc., the author examined indicators for the formation of competency UK-2 “Able to manage a project at all stages of its life cycle” for academic discipline “Project Management in Education”. The methodology of forming competencies in the field of project management in education for masters of teacher education using the digital educational resource developed by the author is highlighted.

The report focuses on some specific dimensions of leadership in project management. Consideration is given to a set of factors that influence effective leadership in the project team. It is pointed out that in an environment of uncertainty and complexity, more and more organizations are moving towards a team approach for implementing project activities, thus striving to overcome the challenges of the environment in which they operate. In project management, leadership must take into account the current situation of the organization implementing the project. The most important task of the leaders in the field of project management is to achieve results. Leadership in project management can also be seen as a function of circumstance and the result of the interaction between members of the team who appoint a representative to organise a project and achieve its objectives.

Encoding and decoding communication competencies in project management ? an exploratory study

This research investigates the validity of the traits theory of leadership applied to project management and determines how it correlates to core project management competencies. Previous published work on traits theory of leadership primarily deals with organizational leadership, and not specifically with project leadership. Consequentially, although the previous work is useful in providing a good basis for this paper, additional research is required for application in the field of project management. The necessary data was gathered via researching modern literature on project leadership and through questionnaires sent to project managers with varying levels of project management experience. The questionnaire was designed to evaluate the individual's assessment of what core competencies a project manager should possess. In addition to the questionnaire, an online personality assessment was used to determine the participants' Meyers-Briggs (MBTI) personality type. The results of the literature research and the returned questionnaires clearly indicate that certain MBTI types have preferences that support project leadership, specifically, ISTJ, INFJ, INTJ, ENTP, ESTJ, ENFJ, and ENTJ, with INTJ, ESTJ, and ENTJ being the types containing the most traits that supported project leadership competencies.

This article analyzes the aspects of competence approach in improving the skills of project managers, as well as the main approaches to the study of the organization’s competence in the field of project management. Having applied generalization and systematization of different models of competence-based approach, the authors developed a mechanism for assessing the competence of the organization in the field of project management. The analysis concluded that increasing the level of organizational maturity and individual competence of project management specialists contributes to the growth of project culture and project implementation within the established limits and success criterion, and so, therefore, allows the organization to implement the set strategic objective, overcome the contemporary strategic challenges with a minimum of losses, improve the financial efficiency of the organization generally. Using the SOVNET methodology to assess the level of individual competence of employees and the organizational maturity model of project management, the close correlation and identity of these two values is proved as a percentage of the ideal level by the results of measurements on the example of an oil refining company.

Purpose This study aims to explore the influence of construction project manager competencies on team performance, using structural equation modeling (SEM) within the framework of social information processing theory. It investigates the multidimensional nature of project manager competencies and their impact on team processes and outcomes. Additionally, the study examines the mediating role of team processes in the relationship between competencies and team performance. Design/methodology/approach Drawing on data collected from 483 construction professionals in China, this study uses SEM to analyze the relationships among project manager competencies, team processes and team performance. Findings The results demonstrate a significant and positive effect of competencies on team performance. Specifically, task-related competencies directly contribute to performance, while people-related competencies enhance leader-member relations, and self-related competencies exert a gradual, cumulative influence. Moreover, the research confirms a three-factor competency structure and elucidates the nuanced mediating roles of team learning, monitoring and climate in the competency-performance relationship, shedding light on how specific competencies affect different stages of team development. Originality/value This study contributes to project management literature by applying social information processing theory to elucidate how project managers influence team cognition through competencies. From a practical standpoint, it advocates for a competency-based approach to project manager selection and training, aiming to enhance team performance. Overall, this research advances the understanding of the intricate interplay between project manager competencies and team performance, using SEM and a theoretical perspective rooted in social information processing theory.

Purpose–The aim of this paper is to identify ways for improvement of the foresight evaluation framework on the basis of analysis and systematisation of accumulated experience in the field of project management.Design/methodology/approach–The paper is based on a detailed literature review devoted to an evaluation of foresight and traditional projects. The approaches to project evaluation in the field of project management were investigated, and the main steps of traditional project evaluation process were determined. The most commonly applied steps of foresight evaluation were identified by the analysis of recent foresight evaluation projects. The comparison of evaluation frameworks for foresight projects and traditional projects allows to provide recommendations for foresight evaluation framework improvement.Findings–The paper identifies several lessons for foresight evaluation from project management. The elements which can enrich foresight evaluation framework are the following: the development of an evaluation model; the extensive use of quantitative methods; the elaboration of evaluation scales; the inclusion of economic indicators into evaluation; and the provision of more openness and transparency for evaluation results.Originality/value–Given the importance of foresight evaluation procedures and the lack of a commonly applied methodological approach, the value of this paper consists in identifying a foresight evaluation framework and enriching it with elements of project management.