Project Management and Its Strategies in Global Organisation: Case Study

Bočková, Kateřina; Škoda, Miroslav; Lengyelfalusy, Tomáš

doi:10.12955/cbup.v7.1337

Cited by 3 publications

(4 citation statements)

References 19 publications

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“…Knowledge management in projects is specific, because projects are unique, unrepeatable, time-limited, and mostly different groups of people work on them [22]. Despite the uniqueness and unrepeatability of projects, the situations faced by managers and team members can be repeated.…”

Section: Discussionmentioning

confidence: 99%

“…Scientific R&D projects solved at universities, as well as projects from other spheres of human activity, e.g. construction or industry, have their own specific features [22]. Research projects can be defined as sets of activities exhibiting the standardly described features of projects, but their goal is to achieve an increase in the level of knowledge through a creative systematic work and to propose new ways of applying available knowledge, regardless of the method of their financing [23].…”

Section: Specifics Of Scientific Randd Projectsmentioning

confidence: 99%

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Identification of Knowledge Management Barriers in Scientific R&D Projects in Czech Academic Environment

Lajčin

Guzoňová²

2023

HighTech. Innov. J.

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The primary aim of the presented paper is the identification of barriers to knowledge sharing by scientific R&D project team members in a Czech academic environment. In order to fulfill this aim, secondary analysis was used to process the literature search in the context of the problem being solved, and qualitative and quantitative research in the form of a structured interview and a questionnaire survey were used to identify the barriers to knowledge sharing by scientific R&D project team members. The essential output of the presented paper is the identification of barriers to knowledge sharing by members of the scientific R&D project team in Czech public and private universities and the discussion of their causes and impacts in scientific R&D projects. With regard to the aim of the presented paper and the formulated research questions, our effort is that the presented discussion outputs are not only academic considerations but scientific analyses and outputs capable of concrete life. Above all, we propose an innovation of Riege's model of barriers to knowledge sharing, as it was chosen as a comparative basis for our research; however, it was found that it is not applicable in the current conditions of scientific R&D project management in the Czech academic environment. Doi: 10.28991/HIJ-2023-04-01-02 Full Text: PDF

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Section: Discussionmentioning

confidence: 99%

Section: Specifics Of Scientific Randd Projectsmentioning

confidence: 99%

Identification of Knowledge Management Barriers in Scientific R&D Projects in Czech Academic Environment

Lajčin

Guzoňová²

2023

HighTech. Innov. J.

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“…However, all cultures can be properly understood through mutual respect and by understanding both perspectives and preserving human kindness (Mikhieieva and Waidmann, 2017). Furthermore, differences in decision-making levels, diversity, and complexity of organizational structure among countries have resulted in inefficiencies in communication (Bočková et al, 2019).…”

Section: Communication Risks In Multinational Projectsmentioning

confidence: 99%

Project Coordinators’ Perceptions according to the Organization Structure to Reduce Communication Risks in Multinational Project

2023

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Increasing risks about deficient communication and difficulties in communication management in multinational projects lead to the deployment of project coordinators (PCs). The role of coordinators and their responses to communication issues differ with the organization structure. This study focuses on the communication tendencies in different organization structures to facilitate the work of PCs. Based on the literature review, this study identified representative communication risks and organization structures in multinational projects. Thereafter, a survey and semi-structured interviews with 30 PCs were conducted to understand their perceptions, which were then analyzed by applying text-mining. Cultural and linguistic risks, such as differences in terminology, nuances, and visual gestures, occur frequently in communication. The resulting construction and design changes may lead to conflicts among stakeholders. To alleviate these risks, PCs in functional, projectized, and matrix organizations must consider the hierarchy, expert presence, and systematic approach adoption, respectively. PCs typically prefer matrix organizations, in which each department acts as a team to deliver information uniformly, and the personnel must adapt to differences in the terminology and behavioral cultures of multinational stakeholders. The systematic deployment of PCs with experience and knowledge of multinational projects in each team can help set unified goals among stakeholders. By coordinating the communication of PCs, the technology and resources of participating countries can be timely utilized.

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“…Whether it is winning a new market, introducing a new informational system or a new organization, developing a new product, reconstructing a manufacturing facility, building a new factory, dam, hospital or a school, it is always about the realization of a particular project. The project is most often defined as a complex and inimitable endeavor that is undertaken to achieve the goals in the forecasted time and cost [10], [22]. Project Management Institute (PMI), the very respected and worldwide known institution for PM, defines project as a temporary effort undertaken for creating a one of a kind (unique) result, product, or service [31].…”

Section: Projectmentioning

confidence: 99%

Lean and Agile Project Management and the Challenges for its Implementation in SMEs in Czech Republic

Modranský¹,

Jakabová²,

Hanák³

et al. 2020

TSSJ

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The purpose of this paper is to investigate the possibilities, challenges and benefits of implementing Lean & agile project management in manufacturing SMEs. Lean & agile project management methods were originally developed for the software development industry, where they have revolutionized the way projects are managed. In the last decade, practitioners outside software development industry have started to realize the potential and benefits of implementing the agile approach. However, there are still only a few researches devoted to agile hardware development, and even fewer on the possibilities of its implementation in SMEs. By conducting a case study in the only manufacturing SMEs that has successfully implemented Scrum, analysing internal company’s documents and interviewing several employees and top managers from different sectors, who participated in the projects where Scrum was implemented, the lessons this organization has learned and that could be beneficial for both researchers and practitioners, are reported. The findings from this research show that although some adaptions of the Scrum framework were required, the applicability of the Scrum in this manufacturing SME was possible and beneficial.

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Project Management and Its Strategies in Global Organisation: Case Study

Cited by 3 publications

References 19 publications

Identification of Knowledge Management Barriers in Scientific R&D Projects in Czech Academic Environment

Identification of Knowledge Management Barriers in Scientific R&D Projects in Czech Academic Environment

Project Coordinators’ Perceptions according to the Organization Structure to Reduce Communication Risks in Multinational Project

Lean and Agile Project Management and the Challenges for its Implementation in SMEs in Czech Republic

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