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1

Budzetowe podejscie do zarzadzania projektami metoda Percentage of Completion

100%
Borowiec L.
Contemporary Economics
|
2010
|
issue 2(14)
141-159
EN
Efficient and effective project management process is made possible by the use of methods and techniques of project management. The aim of this paper is to present the problems of project management by using Percentage of Completion method. The research material was gathered based on the experience in implementing this method by the Johnson Controls International Company. The article attempts to demonstrate the validity of the thesis that the POC project management method, allows for effective implementation and monitoring of the project and thus is an effective tool in the managing of companies which exploit the budgetary approach. The study presents planning process of basic parameters affecting the effectiveness of the project (such as costs, revenue, margin) and characterized how the primary measurements used to evaluate it. The present theme is illustrating by numerous examples for showing the essence of the raised problems and the results are presenting by using descriptive methods, graphical and tabular
2

MARKETING PROMOTION AND DISTRIBUTION OF PROJECT WITHIN PRIVATE AND PUBLIC SPHERE

100%
Kerul R.
Contemporary Economics
|
2008
|
issue 2(6)
101-111
EN
The topic of marketing implementation within project management is out of interest of many authors. There are a few literature sources related to the theme. Our science interest is to analyze and outline the main possibilities of marketing conception implementation within project realization in order to make their distribution and promotion effective to reach the target groups and publics. We try to describe main basis of marketing perspective in managing projects in relation to target groups, to which the project would be defined and it would reach it directly or indirectly. The main aim of the study is to analyze the possibilities of project preparation and implementation with the support of direct and effective marketing mix with emphasis on promotion and distribution policy. The project would be seen as a product within this marketing mix and the price is not considered to be that interesting as it is given by the national law and concrete priority call. The communication policy as well as distribution strategy must be designed in relation to expectations and needs of target groups which might vary in their age, sex, life standard, demography characteristics, etc.
3
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THE ROLE OF PLANNING IN PROJECT MANAGEMENT (Rola fazy planowania w zarzadzaniu projektami)

100%
Walczak W.
e-mentor
|
2010
|
issue 1(33)
13-20
EN
The article emphasizes the crucial importance of the questions concerning the processes of project planning, their role and meaning for management practice. The particular attention was paid firstly to appropriate defining the fundamental goals and secondly to the explanation of the issues concerning the rank of identifying project stakeholders, analyzing their needs, role and impact, which have significant influence on project management. Projects are characterized as unique and complex processes undertaken to achieve a desired outcome, in accordance with defined objectives in terms of the main project limitations as the range of project, budget (cost), time and quality. The main idea of this paper is to present the method of developing a project plan, which includes defining and confirming the accurate project goals and objectives, identifying tasks and monitoring how goals are achieved, quantifying the resources needed, and determining budgets and timelines for completion. When planning the project, it is also vital and necessary to take into consideration the key role of project stakeholders. The paper broadens the understanding of the main problems related with project planning, moreover, it enables to gain the knowledge of methodics, which allows to develop essential skills, indispensable for modern managers who are responsible for project management.
4
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Dlaczego studenci nie grają w gry? Zastosowanie gier w edukacji dorosłych na przykładzie nauczania zarządzania projektami

80%
Kamiński T.
Homo Ludens
|
2013
|
issue 1(5)
109-118
EN
WHY DO STUDENTS NOT PLAY COMPUTER GAMES? EXEMPLIFICATION OF USING COMPUTER GAMES IN TEACHING PROJECT MANAGEMENT TO ADULTS
5
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THE PRACTICES OF PROJECT KNOWLEDGE MANAGEMENT IN POLISH ORGANIZATIONS - A RESEARCH RESULTS (Praktyki zarzadzania wiedza projektowa w polskich organizacjach - wyniki badan)

80%
Wyrozebski P.
e-mentor
|
2011
|
issue 5 (42)
64-75
EN
Knowledge management is a branch of management focused on application of knowledge, methods and tools for effective coordination of complex and unique ventures. According to this definition, project knowledge can be treated as a useful resource allowing to realize a project in agreement with the established goals: time, costs and quality of results. The article's aim is to present the research results concerning the frequency of application of the ten defined practices of knowledge management in project activity of Polish organization as well as to discuss the scientific and practical conclusions. The project involved 300 specialists in project management with diversified level of knowledge and experience, representing different sectors. As a result of the conducted analysis, the frequency of applying practices was distinguished and the hypotheses on the potential of their application were verified.
6

MARKETINGOVÉ INŠTRUMENTÁRIUM V PROCESE AKCEPTÁCIE PROJEKTOV PRI AKCELERÁCII ROZVOJA ZAOSTÁVAJÚCICH REGIÓNOV

80%
Štefko R., Habánik J., Butoracová-Šindleryová I.
Ekonomický časopis (Journal of Economics)
|
2010
|
vol. 58
|
issue 5
512-526
EN
(Slovak title: Marketingove instrumentarium v procese akceptacie projektov pri akceleracii rozvoja zaostavajucich regionov). The aim of the study is to present and describe a possible interaction between current trendy economic spheres - project management and marketing. On the basis of the performed research, the authors identify key elements of new specific marketing instrumentary which might be applied by project presentation for publics, and project implementation within a developing region of the Slovak Republic. The method was analysed in praxis for a chosen type of project related to the long-life education which was implemented in the developing region.
7
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Zarządzanie projektem współfinansowanym ze środków unijnych w przedsiębiorstwie

80%
Parkitna A., Florczak M.
Zarządzanie i Finanse
|
2012
|
vol. 1
|
issue 1
215-225
EN
This article presents a proposal of approach for the project management co-financed by the European Union in the company. The aim of the article is to show the complicated process of project management, particularly the project co-financed by the European Union, which, must be implemented in accordance with certain guidelines issued by the European Union, despite its uniqueness.
8
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HUMAN FACTOR IN IMPLEMENTATION PROJECTS (Czynnik ludzki w projektach wdrozeniowych)

80%
Radlak T.
e-mentor
|
2011
|
issue 4 (41)
69-73
EN
The article focuses on the methods of project personnel recruitment as described by most popular methodologies such as PMI, ASAP and PRINCE2. The author analyzes the practical aspects of the abovementioned issue and draws conclusions based on current studies of project risks.
9

VYUŽITIE SIMULÁCIÍ PRI MANAŽOVANÍ PROJEKTU

80%
Majtán M., Mizla M., Mizla P.
Ekonomický časopis (Journal of Economics)
|
2014
|
vol. 62
|
issue 5
508 – 521
EN
Project teams use different optimizing approaches to find an answer to the question of the successful project completion. The paper describes the use of system dynamics for project management simulation. Based on the simulation results, the project team can decide about feasibility of changes and perform measures to achieve project completion successfully and effectively. Suggested model is also an effective communication tool about interconnection of project activities. It is composed to be able to determine, describe and analyse project management variables relations among them. Although simulation doesn’t have to provide optimal solution, it is in line with the current trends of making decisions fast and then looking for its optimization.
10
Content available remote

THE CONDITIONALITY AND FACTORS DETERMING PROJECT SUCCESS (Uwarunkowania i czynniki wplywajace na sukces projektu)

80%
Walczak W.
e-mentor
|
2010
|
issue 3(35)
17-24
EN
The aim of the paper is to present and explain the key factors which play an important role in project management. Project success can be defined and analyzed from the various points of view, also from the perspective of a project product. Analyzing the conditionality and key factors which are most conducive to the achievement of a successful project, the particular attention was paid to the factors appearing in surroundings and resulted from external stakeholder influence on a project, which can't be predicted and controlled. The second area of discussed issues is related with the correct project planning, which helps to coordinate action on the realization of established purposes. The conclusion can be expressed by the statement that crucial success factors should be perceived in complex approach, noticing mutual interactions and feedbacks occurring between them.
11

AKTUÁLNE CHÁPANIE PROJEKTU AKO NÁSTROJA IMPLEMENTÁCIE INOVAČNEJ STRATÉGIE

70%
Okruhlica F., Marsina Š.
Ekonomický časopis (Journal of Economics)
|
2012
|
vol. 60
|
issue 5
495 – 508
EN
Changes of the global conditions of entrepreneurship logically resulted from the mass development and utilization of information and communication technologies, mutual pervasion of market and enterprise. Competition dynamics thus generates pressure on innovation and shortening of the company strategy life-cycle. Innovation strategy then integrates this effort by means of innovation core business project and conjoint projects. Thereby projects have become tools of the implementation of this strategy. Preference for innovative initiatives through projects and optimization of routine activities leads to flattening of company’s hierarchy and new approaches inside the company. The borders with market are wiped off and an enterprise develops various forms of cooperation with external environment. Successful companies using these new approaches are becoming models for many companies in the world and also for Slovak companies. In order to gather relevant data, a survey in this field was carried out in Slovak companies.
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