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Model of project team development x project life cycle Development of the project team continues in the planning stage. In this stage, the increase of the project team performance is expected towards the point of Performing. Plan creation by a project team is the creation of a detailed procedure to achieve set goals while complying with the defined quality criteria of the final product of the project. The project team, headed by a project manager, determines the sub-criteria of the quality of the product produced during the project and creates subprocesses of project implementation to meet the agreed implementation strategies. The project manager in this phase also focuses on the planning of project management (plan of project management, communication plan, reporting etc.)
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Abiding by the principles and rules of project management in the public administration environment provides project managers with a range of pitfalls that can influence the success of the project. This fact has been proved by a number of analysed projects. The managers themselves claim that the most challenging problem from the perspective of proje...
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Based on the data of a recent survey in European Union more than 40% of EU employees experienced a recent change in the technologies they use at work. According to the experts new technologies and structural modification in many areas and professions will provide a higher dependence on cognitive and interpersonal skills in future works. Active Lear...
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... The success of a Project Team is primarily influenced not only by the timely selection of a project manager in the initial phase of the project, but primarily by selecting a suitable person who has professional skills, methodological and procedural skills, social and communication skills, the ability to integrate and self-manage, and therefore has potential and is able lead people. The successful implementation of project management in the public administration sector was significantly associated with people, a change in their thinking and their approach to work [40]. The project managers in the public sector face team management challenges, such as the inability to clearly link performance and reward; compensation systems that are biased towards longevity; and the inability to select project team members based on their expertise [41]. ...
Project implementation is one of the key activities in the process of ensuring development. In public institutions, the challenges in project management are particularly evident. Organizational inflexibility and an inability to adequately evaluate work are particularly emphasized, often creating problems during project implementation. These challenges become even greater if the financing of the project is planned with EU grants or other financial instruments that require great precision and thus exceptional project management skills. This document will present an effective project management model, as well as programs and portfolios in regional self-government units. A methodology has been developed to encourage the transformation of public systems from rigidly functional to project systems. The methodology was tested in Primorje-Gorski Kotar County, Republic of Croatia. An analysis of the quality of implementation of twenty projects has been carried out: an analysis of the final results of ten projects in which the methodology has been applied and of ten projects in which the methodology has not been applied. After conducting empirical research and analysis, the quality of the proposed model was proven at all levels of governance within the public sector. By applying this methodology, significant advances can be made in the quality of realized projects while ensuring the realistic dynamics of this realization and rational financial costs.
... Uspešna implementacija projekata zavisi od selekcije odgovarajućeg menadžera projekta koji poseduje profesionalne veštine, metodološke i proceduralne veštine, socijalne i komuninikacione veštine i koji ima sposobnost vođenja, podsticanja i motivisanja projektnog tima. Bez veština prezentacije i argumentacije, rigorozne logike, jezičkih veština, odlučnosti i sposobnosti delegiranja, vođa projekta verovatno neće moći ni zamisliti projekat niti definisati strategiju za implementaciju projekta (Nekvapilova & Pitas, 2016). ...
The purpose of paper is to identify factors that are of particular importance for the preparation and implementation of projects in local self-government units. The survey was conducted on the sample of local self-governments in the Republic of Serbia by using a structured questionnaire. The research results showed that the key factors for successful preparation and implementation of projects, ranked by importance, are the following: existence of a quality development strategy at the local level based on the appropriate national strategy, adequate competencies of the employees for the preparation and implementation of projects, ensuring a sufficient level of financial resources for pre-financing and co-financing projects, and establishing partnerships with organizations from other sectors. The results of study may be important for understanding ways to improve the current situation, with regard to the preparation and implementation of projects. The research showed that special organizational units for project management should be established in those local self-governments where such units do not exist, encouraging them to continuously work on the preparation of proposal for different projects. Also, before launching official calls for proposals, it is important to work on improving the local development strategy, in order to, depending on the gaps identified in terms of employees' knowledge and competencies, continuously try to enhance them.
Team cooperation has been one of the crucial elements of effective and successful organization since the late 1960s. Function, structure and behavior within work teams are common part of organizations, firms and security structures. Increasing cooperation across fields, along with tendency to develop horizontal organizational structures, requires the capability to cross geographic and organizational boundaries. Traditional teams are not suitable for this kind of cooperation. With continual invention and application of new information technology, the communication with units during the operations is becoming simpler and faster than ever before. With the development of technologies, command and control has to evolve too. Commanders and staff on the positions of command during operation are not always skilled and informed enough to solve particular problems. The search for new potential will enable the achievement of goals of armed forces during the operations. System of command and control requires new viewpoints and new ways. The solution might be the development of the virtual teams. However, virtual teams are not understood well enough from the practical and theoretical perspective.
Procurement is an important aspect of all public institutions within government. This explains why over 60% of exchequers budget is appropriated through procurement in Kenya. There is however a continued concern over the implementation of Just in Time procurement in government institutions in Kenya. This study therefore was set out to establish the factors that influence the implementation of Just in Time procurement in public institutions. The study also sought to examine recommendations on ways to enhance Just in Time procurement in these institutions. From the literature review a number of studies revealed that the factors influencing the implementation of JIT vary from one institution to another. The factors considered in this study were: lead time, procurement processes, professionalism and top management support. The objectives were to determine the factors that influence the implementation of Just in Time procurement in the Office of Attorney General and Department of Justice which include lead time, procurement processes, procurement professionalism and top management support. The target population was the staff, the suppliers and the senior procurement officers. Both staff’ and suppliers were randomly selected based on their gender, user Departments and on the number of items they deal in respectively. Questionnaires and interviews were used to collect data. The data collected was for the interviews and analyzed qualitatively for the interviews and quantitatively for the questionnaires using SPSS. The study revealed that long lead times, rigid procurement procedures, unprofessionalism and top management ambivalence are the major causes of slow implementation of Just in Time procurement in the public institutions, hence need to be addressed. This could be done by reducing the turnaround period, improve communication with all the stakeholders, employ professional qualified procurement staff and change inventory methods. Based on the findings the following recommendations were made: that long lead times can be reduced through automation, harmonize the Public Procurement and Disposal Act to serve local needs, train user Departments on pre-requisites of requisitioning and documentation in order to minimize rejections. Procurement plans must be harmonized based on their cost-benefit analysis so as to achieve value for money; The choice of procurement method, sourcing for bidders; evaluation processes and appraisal of suppliers to be expedited diligently to avoid return of funds to the treasury; Top management must embrace and appreciate implementation JIT because it reduces the cost of doing business, adds value for money while enabling them achieve their mission and vision in their strategic plans. Public institutions ought to increase employee’s involvement for purposes of service delivery.
