In accordance with the trends and the introduction of modern technologies in all spheres of business, new business models are being developed, their use and new applications. When it comes to geospatial data, the key strategic aspects of 2022 technology consist of two main areas: smart cities and human resources. In order to connect these two segments, adequate geospatial expertise is needed in order to place innovative solutions on digital platforms. One of them is the platform on which investment locations will be located. The digital platform of investment locations, part of the smart cities, in the Republic of Serbia is being developed within the project "Improvement of the business environment in Serbia", which is carried out by the Republic Geodetic Authority. The main goal of the project is to build a register of investment locations, and the sub-goals of the project are collecting data for the register of investment locations and raising the capacity of human resources. The project itself is an innovative solution that contributes to the new platform to consolidate the existing state of pilot investment locations, affect to develop smart cities and to turn data into digital form. The paper describes the research and the achieved results of the project.
{"title":"SMART CITY CONCEPT: DIGITAL PLATFORM OF INVESTMENT LOCATIONS","authors":"Marina Jovanovic-Milenkovic, S. Rikanović","doi":"10.56889/gqlp8602","DOIUrl":"https://doi.org/10.56889/gqlp8602","url":null,"abstract":"In accordance with the trends and the introduction of modern technologies in all spheres of business, new business models are being developed, their use and new applications. When it comes to geospatial data, the key strategic aspects of 2022 technology consist of two main areas: smart cities and human resources. In order to connect these two segments, adequate geospatial expertise is needed in order to place innovative solutions on digital platforms. One of them is the platform on which investment locations will be located. The digital platform of investment locations, part of the smart cities, in the Republic of Serbia is being developed within the project \"Improvement of the business environment in Serbia\", which is carried out by the Republic Geodetic Authority. The main goal of the project is to build a register of investment locations, and the sub-goals of the project are collecting data for the register of investment locations and raising the capacity of human resources. The project itself is an innovative solution that contributes to the new platform to consolidate the existing state of pilot investment locations, affect to develop smart cities and to turn data into digital form. The paper describes the research and the achieved results of the project.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116328970","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Rebeka D. Vlahov Golomejić, Davor Labaš, Irena Palić
Given the importance projects play in modern business and sustainability creation, the need for a project management approach with a more holistic and societal orientation and formal education for development of competent project managers became essential. With the aim of assessing the level of responsibility integrated into pedagogy and content within formal project management education at higher institutions, the authors of the paper developed and determined the reliability of a newly proposed responsible project management education scale. The pilot research was conducted in Croatia during April and May 2022 among lecturers for 87 project management courses at different academic levels. Using the principal component analysis, the initial number of items was reduced and the results indicate that the scale consists of three components: 1) dialogue, partnership and research, 2) methods and purpose 3) values, with Cronbach’s alpha varying between 0.855 and 0.871, and the overall Cronbach alpha equal to 0.873. The developed scale represents a solid basis for future research in the field of quantification and measurement of the activities in line with implementation of responsible project management education into all levels of formal higher education.
{"title":"THE DESIGN AND RELIABILITY OF THE RESPONSIBLE PROJECT MANAGEMENT EDUCATION SCALE — PILOT STUDY","authors":"Rebeka D. Vlahov Golomejić, Davor Labaš, Irena Palić","doi":"10.56889/snuq2084","DOIUrl":"https://doi.org/10.56889/snuq2084","url":null,"abstract":"Given the importance projects play in modern business and sustainability creation, the need for a project management approach with a more holistic and societal orientation and formal education for development of competent project managers became essential. With the aim of assessing the level of responsibility integrated into pedagogy and content within formal project management education at higher institutions, the authors of the paper developed and determined the reliability of a newly proposed responsible project management education scale. The pilot research was conducted in Croatia during April and May 2022 among lecturers for 87 project management courses at different academic levels. Using the principal component analysis, the initial number of items was reduced and the results indicate that the scale consists of three components: 1) dialogue, partnership and research, 2) methods and purpose 3) values, with Cronbach’s alpha varying between 0.855 and 0.871, and the overall Cronbach alpha equal to 0.873. The developed scale represents a solid basis for future research in the field of quantification and measurement of the activities in line with implementation of responsible project management education into all levels of formal higher education.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131755326","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
S. Bushuyev, N. Bushuyeva, D. Bushuiev, V. Bushuieva
The existing intelligence models for managing innovative development projects and programs are fragmented and do not allow getting the maximum value from their application. The development of the architecture of an integrated intelligent control model will significantly increase the value of the products of projects and programs when using such models. To evaluate the effectiveness of the proposed architecture of an integrated intelligent system, competence-based models for managing innovative projects and programs are used. To evaluate the effectiveness of the implementation of the intelligence model, the competencies that make up the Pareto area are proposed for each domain of the integrated intelligence model. The integrated intelligence model within the proposed architecture has five groups of interrelated competencies: business, social, emotional, technical and cognitive. As a tool for assessing the organization’s competence in the field of innovative development projects, a model based on the mechanisms of the IPMA Delta system was used. The case study was carried out on the example of the application of an integrated intelligence model for the preparation of a master’s at the Project Management Department of the Kyiv National University of Construction and Architecture.
{"title":"PROJECT MANAGEMENT INTELLIGENCE ARCHITECTURE","authors":"S. Bushuyev, N. Bushuyeva, D. Bushuiev, V. Bushuieva","doi":"10.56889/uxoz1111","DOIUrl":"https://doi.org/10.56889/uxoz1111","url":null,"abstract":"The existing intelligence models for managing innovative development projects and programs are fragmented and do not allow getting the maximum value from their application. The development of the architecture of an integrated intelligent control model will significantly increase the value of the products of projects and programs when using such models. To evaluate the effectiveness of the proposed architecture of an integrated intelligent system, competence-based models for managing innovative projects and programs are used. To evaluate the effectiveness of the implementation of the intelligence model, the competencies that make up the Pareto area are proposed for each domain of the integrated intelligence model. The integrated intelligence model within the proposed architecture has five groups of interrelated competencies: business, social, emotional, technical and cognitive. As a tool for assessing the organization’s competence in the field of innovative development projects, a model based on the mechanisms of the IPMA Delta system was used. The case study was carried out on the example of the application of an integrated intelligence model for the preparation of a master’s at the Project Management Department of the Kyiv National University of Construction and Architecture.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133441206","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Based on the experiences of the first IPMA Hackdays in 2020 and the findings from the literature, this paper aims to place the concept of hackathons in the context of project society as a means for ideation and co-creation in the preparation phase of projects and to conceptually prepare the IPMA Hackdays 2022. Hackdays are based on hackathons popular in software development, which allow ideas to be transformed into initial concepts or prototypes. However, no attempt has yet been made to explore hackathons as a precursor to social projects. In this way, we position hackathons as a participatory effort for generating ideas for projects aiming at concepts, products, or services addressing societal challenges. Furthermore, we illustrate how projects during the hackathons can also be utilized for educational purposes, on the one hand in academic education and on the other hand as part of professional training.
{"title":"HACKATHONS FOR IDEATION AND CO-CREATION IN THE CONTEXT OF PROJECT SOCIETY","authors":"R. Wagner, Maximilian Hickl","doi":"10.56889/lqsa4882","DOIUrl":"https://doi.org/10.56889/lqsa4882","url":null,"abstract":"Based on the experiences of the first IPMA Hackdays in 2020 and the findings from the literature, this paper aims to place the concept of hackathons in the context of project society as a means for ideation and co-creation in the preparation phase of projects and to conceptually prepare the IPMA Hackdays 2022. Hackdays are based on hackathons popular in software development, which allow ideas to be transformed into initial concepts or prototypes. However, no attempt has yet been made to explore hackathons as a precursor to social projects. In this way, we position hackathons as a participatory effort for generating ideas for projects aiming at concepts, products, or services addressing societal challenges. Furthermore, we illustrate how projects during the hackathons can also be utilized for educational purposes, on the one hand in academic education and on the other hand as part of professional training.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"133 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121527015","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In the last two decades, there is a significant effort of research in international project management primarily focusing on success factors, but those searches are yet to focus on cross-country projects perspective and moreover to perfectly highlight the root cause of the difference appearing in cross-country' project performance across different settings. Using structural equation modeling (SEM), we shed light on the key determinants that explain the difference in cross-country project performance across countries of implementation. Four main categories of critical success factors for international development, that are the matching of the project goal and real needs of the countries (beneficiaries), the context (politic, legal, social-cultural) of implementation, the level of stakeholder engagement in each country, project managers and project teams' competencies and capabilities in Project management in each country, have been hypothesized as explaining the difference of performance in our theoretical model. However, the final model from the structural equation modeling shows that the level of stakeholder engagement in each country explains more the difference in performance observed among countries, even though the influence of the three other categories is not totally null.
{"title":"KEY DETERMINANTS EXPLAINING DIFFERENCE IN CROSS-COUNTRY PROJECTS PERFORMANCES AMONG IMPLEMENTATION COUNTRIES IN AFRICAN CONTEXT","authors":"Christson Azondekon","doi":"10.56889/ulml4475","DOIUrl":"https://doi.org/10.56889/ulml4475","url":null,"abstract":"In the last two decades, there is a significant effort of research in international project management primarily focusing on success factors, but those searches are yet to focus on cross-country projects perspective and moreover to perfectly highlight the root cause of the difference appearing in cross-country' project performance across different settings. Using structural equation modeling (SEM), we shed light on the key determinants that explain the difference in cross-country project performance across countries of implementation. Four main categories of critical success factors for international development, that are the matching of the project goal and real needs of the countries (beneficiaries), the context (politic, legal, social-cultural) of implementation, the level of stakeholder engagement in each country, project managers and project teams' competencies and capabilities in Project management in each country, have been hypothesized as explaining the difference of performance in our theoretical model. However, the final model from the structural equation modeling shows that the level of stakeholder engagement in each country explains more the difference in performance observed among countries, even though the influence of the three other categories is not totally null.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"206 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115738129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
BACKGROUND: Development of civil society occurs in various forms. One form of development is the activity of non-profit organizations, visible in the increase in number of foundations and associations around the world, as well as in Poland. The activities of these organizations in the corporate sector and the public sector are carried out through a sequence of implemented projects. Contemporary management trends penetrate the world of non-profit organizations. This is a result of progressive globalization and unification of management methods, leading to progressive temporalization, professionalization, hybridization, or automation of processes. In particular, the phenomenon of all-encompassing projectification and its identified variations, such as ‘euro-projectification’ (projects based on programs of the European Union institutions) can be observed when projects replace any activity taking place in the organization, in connection with the organization’s employees, or its environment. ASSUMPTIONS/APPROACH: The scientific debate on the phenomenon of projectification concerns the management of enterprises or projects in the public sector. A much smaller, almost negligible percentage of researchers concern themselves with aspects and consequences of projectification in the management of non-profit organizations (NPO). To contribute to the scientific discussion on projectification, the author will present the consequences of this phenomenon on the example of managers of Polish non-profit organizations. The aim of the study was to analyse managers’ experience of the process of projectification and to gain an understanding of how this phenomenon changed the way they manage their non-profit. METHODOLOGY: The data presented in this study concern 204 NPO managers. The results of the study were extracted from a representative survey conducted in Poland on a sample of 385 non-profit organizations. To fully illustrate this phenomenon, the study was supplemented with quantitative data from ten interviews conducted with NPO managers. The aim of the discussions was to collect more general data on the consequences of managing an increasing number of projects.
{"title":"PROJECT... AND THEN WHAT? PROJECTIFICATION AS AN INSTRUMENT FOR IMPROVING THE CAREER OF MANAGERS OF NON-PROFIT ORGANIZATIONS","authors":"Marta Małecka-Dobrogowska","doi":"10.56889/iidi9061","DOIUrl":"https://doi.org/10.56889/iidi9061","url":null,"abstract":"BACKGROUND: Development of civil society occurs in various forms. One form of development is the activity of non-profit organizations, visible in the increase in number of foundations and associations around the world, as well as in Poland. The activities of these organizations in the corporate sector and the public sector are carried out through a sequence of implemented projects. Contemporary management trends penetrate the world of non-profit organizations. This is a result of progressive globalization and unification of management methods, leading to progressive temporalization, professionalization, hybridization, or automation of processes. In particular, the phenomenon of all-encompassing projectification and its identified variations, such as ‘euro-projectification’ (projects based on programs of the European Union institutions) can be observed when projects replace any activity taking place in the organization, in connection with the organization’s employees, or its environment. ASSUMPTIONS/APPROACH: The scientific debate on the phenomenon of projectification concerns the management of enterprises or projects in the public sector. A much smaller, almost negligible percentage of researchers concern themselves with aspects and consequences of projectification in the management of non-profit organizations (NPO). To contribute to the scientific discussion on projectification, the author will present the consequences of this phenomenon on the example of managers of Polish non-profit organizations. The aim of the study was to analyse managers’ experience of the process of projectification and to gain an understanding of how this phenomenon changed the way they manage their non-profit. METHODOLOGY: The data presented in this study concern 204 NPO managers. The results of the study were extracted from a representative survey conducted in Poland on a sample of 385 non-profit organizations. To fully illustrate this phenomenon, the study was supplemented with quantitative data from ten interviews conducted with NPO managers. The aim of the discussions was to collect more general data on the consequences of managing an increasing number of projects.","PeriodicalId":106417,"journal":{"name":"Value co-creation in the project society","volume":"183 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132220516","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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