1.

The Introduction of Project Management and Project Thinking at Secondary Schools

Reference: Kucera, Dusan.Central European Business Review; Prague Vol. 2, Iss. 4, (2013): 56-57.

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1647600097

Abstract

The subject of project management we know from the professional faculties of applied sciences and
economics. Till now, however, this remarkable scope has not penetrated into the curriculum of
secondary and high schools. Therefore project management has not yet been evaluated as a separate
subject in the curricula of high schools. On the contrary, we have seen this subject be a pedagogical
consideration of German and Swiss high schools for many years. Therefore they also consider
project management for other European schools as an unrealized potential. The justification of the
determination is, on the one hand, the fact that students are able to learn this subject in an
appropriate form far earlier than before entering university; on the other hand, now at the entrance
to college or professional sector, they may be ready to deal with the basics of project thinking and
project management. Specifically, the model was designed for the higher secondary classes or
vocational schools with 30 teaching hours per semester.

1. Project, program and portfolio maturity: a case study of Australian Federal

Government

Reference: Young, Michael; Young, Raymond; Julio Romero Zapata.International Journal of

Managing Projects in Business; Bingley Vol. 7, Iss. 2, (2014): 215-230.
DOI:10.1108/IJMPB-08-2013-0034

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1508442968

Abstract

Purpose - This paper aims to examine the notion of maturity assessment and maturity models more
broadly and goes on to examine the findings from the assessments of project, program, and portfolio
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maturity undertaken across Australian Government agencies. Design/methodology/approach - A
statistical analysis was performed to determine the level of maturity that best represents the
Australian Federal Government agencies as a whole. The unit of analysis in this study is the agency's
overall scores in each sub-model across the seven perspectives of the portfolio, program, and project
management maturity model (P3M3) maturity model. Findings - This study has identified a number
of interesting findings. First, the practices of project, program, and portfolio across the dataset
practiced independently of each other. Second, benefits management and strategy alignment
practices are generally poor across Australian Government agencies. Third, program management
practices are the most immature. Finally, the results showed high sensitivity to the "generic
attributes" of roles and responsibilities, experience, capability development, planning and
estimating, and scrutiny and review. Research limitations/implications - All data used in this analysis
are secondary data collected from individual Australian Government agencies. The data were
collected by accredited consultants following a common data collection method and using a standard
template to ensure a consistent approach. Practical implications - The study poses some implications
for practice, particularly given the context of Australian Federal Government agencies' current plans
and actions to improve organizational maturity. The study suggests that benefits management
processes at the project level and benefits management, governance, and stakeholder management
processes at the program level should be an area of focus for improvement. Originality/value - This
study is the first attempt to systematically review the data collected through such an assessment and
in particular identify the findings and the implications at a whole government level.

1. Project Management Life Cycle Models to Improve Management in High-rise

Construction

Reference: Burmistrov, Andrey; Siniavina, Maria; Iliashenko, Oksana.E3S Web of Conferences; Les
Ulis, Vol. 33, (2018). DOI:10.1051/e3sconf/20183303005

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2038402652

Abstract

The paper describes a possibility to improve project management in high-rise buildings construction
through the use of various Project Management Life Cycle Models (PMLC models) based on
traditional and agile project management approaches. Moreover, the paper describes, how the split
the whole large-scale project into the "project chain" will create the factor for better manageability
of the large-scale buildings project and increase the efficiency of the activities of all participants in
such projects.

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