Search results

1

Błędy i uchybienia w procesie zarządzania projektami i sposoby ich ograniczania – wybrane aspekty

100%

Żarczyńska-Dobiesz A., Uniwersytet Ekonomiczny we Wrocławiu K. Z. P. i. P.

Acta Universitatis Lodziensis. Folia Oeconomica

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2013

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vol. 288

EN

Existing trends observable in modern economy have made project management become one of the most important solutions applied in the strategy of organization development. Managers are constantly looking for new methods and tools to increase the competitiveness of modern enterprises. The main objective of this article is to identify the areas that are most often neglected during project implementation and identify ways of reducing them. It is also important to draw attention to project manager whose knowledge and skills determine the efficiency and effectiveness of actions taken in this area.

2

Kierownik projektu − charakterystyka profesji

88%

Piwowar-Sulej K.

Nauki Społeczne

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2013

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issue 1(7)

79-90

EN

The article says that Project Manager (PM) is considered as a profession even though it does not appear in the official profession list of the Ministry of Labour and Social Policy. The characteristic of this profession was made on the basis of such elements as: general role of PM, particular tasks which lie in implemented project management methodology and project management competencies. The considerations are based on the literature studies, analysis of job offers and results from interviews conducted among 22 project managers in 2012.

3

Ujęcia badawcze kompetencji kierowników projektów

88%

Chomicz M.

e-mentor

|

2015

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issue 2 (59)

42-55

XX

The subject of project managers' competencies was very popular in scientific research over the past decades. A great number of academic researchers studied the field of project manager's competencies, its impact on project success and correlation to project performance and key characteristics of a project environment. The aim of this literature study was to analyze methodological aspects of aforementioned studies in order to identify research patterns applied, research instruments used, respondents' profiles and others. It's understandable that publications related to competencies of project managers can be found in leading project management journals. These articles constituted also a basis of the analysis. Furthermore, publications considered were narrowed to those focused on at least one of three appointed aspects, namely identification of competencies, their evaluation or relative importance assessment. Over a dozen of articles were obtained as the outcome of journals review. Key characteristics of selected studies were systematically analyzed and compared, including, among others, construction of the respondents group, examined subset of competencies and the approach adopted to identification and evaluation of competencies. As a result some patterns and repeatable elements were found. Moreover, two identified contentious practices were discussed - usage of a self-assessment to evaluate performance of respondent and usage of project success criteria aimed at assessing the performance of a project manager.

4

Analiza wpływu kompetencji miękkich przy przejściu programistów na stanowiska kierowników projektów

75%

Werewka J., Wietecha M.

Informatyka Ekonomiczna

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2015

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issue 4(38)

64-93

EN

The HR departments in IT companies usually define for their employees opportunities for promotion or retraining. This results from the goals to adapt workers’ skills to the company requirements on the one hand and the needs to meet the aspirations of employees on the other. The article focuses on the issue of developers transitions to the management positions, in particular that of the project manager. The study examines the issue of employee competencies definitions and careers building in IT companies. The studies present developers views on the competencies of project managers. The position of IT companies regarding soft skills of software developers and project managers is investigated based on published job offers. In the conclusions some proposals for HR departments and developers are given regarding transition from software developer to project management positions.

5

Uczestnicy organizacji projektowej – ujęcie empiryczne

75%

Wyrozębski P., Pączek E.

Ekonomika i Organizacja Przedsiębiorstwa

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2017

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issue 9 (812)

75-91

PL

W artykule przedstawiono wyniki badań empirycznych dotyczących realizacji zadań projektowych przez uczestników organizacji projektowych. Do celów badania wyszczególniono 44 funkcje projektowe, które posłużyły do utworzenia narzędzia badawczego. Badanie objęło 160 organizacji z branży IT. Na metodę badawczą wybrano metodę telefonicznego wywiadu kwestionariuszowego CATI. Celem badania było uzyskanie faktycznego obrazu podziału zadań projektowych w organizacjach. Przeprowadzone badanie pozwoliło określić, jakie role w realizacji projektu odgrywają wewnętrzni interesariusze, w tym poszczególne działy w organizacji lub ich kierownicy, zarząd, dyrektorzy i komitet sterujący. W wyniku badań ustalono, że kierownicy projektów są najbardziej odpowiedzialni za wykonywanie zadań, a w szczególności za przygotowanie, realizacje, kontrole i zamykanie projektów. Z kolei za ewaluację kierowników i realizowanych zadań projektowych odpowiadają stanowiska ze szczebla dyrektorskiego oraz zarządu.

XX

The article presents the results of empirical studies on the implementation of project tasks by project participants organization. For the purposes of the study 44 project functions were listed, which served to create a research tool. The survey covered 160 organizations from IT field. For the research method CATI telephone interview questionnaire was chosen. The aim of the study was to obtain a true picture of the distribution of project tasks in organizations. The conducted study has allowed to determine what role internal stakeholders play in project management, including departments within the organization or their managers, board of directors and steering committee. The research found that project managers are responsible for carrying out tasks, in particular for the preparation, implementation, monitoring and closing projects. On the other hand, for the evaluation of managers and performed project tasks responsibility is at the Director’s and the Board of Director’s .

6

Kluczowe kompetencje kierownika projektu

63%

Musioł-Urbańczyk A.

Organizacja i Zarządzanie : kwartalnik naukowy

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2010

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vol. nr 2

93-108

PL

Kierownik projektu jest kluczową postacią w procesie zarządzania projektami. To on odpowiedzialny jest zarówno za sukces, jak i za niepowodzenie projektu. Dlatego ważne jest określenie kluczowych kompetencji kierownika projektu i wyznaczenie ich wzorcowego poziomu. W artykule przedstawiono procedurę, na podstawie której dokonano identyfikacji kompetencji kierownika projektu i określono profil kompetencji kierownika projektu.

EN

The project manager is the crucial person in he process of project managing. He carries responsibility both for the success and for the failure of the project. Therefore it is important to define the project manager's key competences and to determine the standard level of them. The article presents a procedure on the basis of which an identification of the project manager's competences has been made and the profile of the project manager's competences has been detennined.

Refine search results

1 Acta Universitatis Lodziensis. Folia Oeconomica

1 Ekonomika i Organizacja Przedsiębiorstwa

1 Informatyka Ekonomiczna

1 Nauki Społeczne

1 Organizacja i Zarządzanie : kwartalnik naukowy

1 e-mentor

1 Chomicz M.

1 Musioł-Urbańczyk A.

1 Piwowar-Sulej K.

1 Pączek E.

1 Uniwersytet Ekonomiczny we Wrocławiu K. Z. P. i. P.

1 Werewka J.

1 Wietecha M.

1 Wyrozębski P.

1 Żarczyńska-Dobiesz A.

1 2017

2 2015