Project Management: Current State of the Profession and Future Trends (PPT)
Author(s): Rok Rupnik Ph.D., University of Ljubljana, Faculty of Computer and Information Science, Jana Barba M.Sc., Intereuropa d.o.o., Olegas Vasilecas Ph.D., Gaudiminas University, Villnus, Litva, Mitja Kožman M.Sc., IPMIT d.o.o.
Published: Conference Days of Slovenian informatics 2010
Field: Project Management

Content: Only in Slovene
 
Impact of Project Management on the Implementation of Informatisation Projects and Business Performance

Author(s): Mitja Kožman, IPMIT d.o.o., Jana Barba, Intereuropa d.o.o.
Published: Conference Days of Slovenian informatics 2009
Field: Project Management

Content:
In the face of the global economic crisis, companies have to deal with specific economic conditions which are characterised by decreasing investments in the informatisation of operations, which in turn encourages them to seek new ways of ensuring the efficiency of their projects so as to boost their business performance. In companies, the implementation of business functions increasingly directly depends on available IT support, whereas on the other hand, various studies reveal that IT support projects frequently fail and incur losses. The article aims to demonstrate – based on the described problems related to the implementation of informatisation projects in Slovenian companies – that strict adherence to project management principles can improve project results, solve at least some of the lost opportunities, provide the anticipated benefits, and justify investment in the informatisation of operations. Successfully implemented informatisation projects improve a company’s business performance. Given a proper presentation of these relations, the top management will be able to better understand the significance of project management and rely on this in the formulation of guidelines for the introduction of project management in the company.
The article delves into definitions of informatisation projects and their uncertain rate of return. In the continuation of the text is an analysis of a study on project management value. This is followed by a description of the problems related to project management in the informatisation of operations and, in the last chapter, a presentation of different ways of investing in project management.

 
Monitoring and Management of the Action Plan of E-Bussines in Public Administration

Author(s): Barbara Wohinz, MJU, Irena Intihar M.Sc, IPMIT d.o.o.
Published: PM Forum
Field: Project management

Content:
By accepting E-business development and exchange of information from official records Strategy (hereinafter called the “SREP”), in June 2009, the Government of the RS defined framework and goals for the realization of new and existing activities for e-business in the Public Administration until 2015. Concretisation and implementation of SREP is presented in the Action Plan of e-business in the Public Administration (hereinafter called the: “AN SREP”). The article describes the experience with the execution of e-government program and supervision of the implementation of e-services, presented in the action plan in the past and starting point for execution and supervision of the implementation of AN SREP until 2015. The execution and supervision will be performed by already established procedures within the appointed project organizational structure and with the support of appropriate project management information system.
 
Managing a Portfolio of Projects in the Case of Outsourcing

Author(s): Denis Premec, IPMIT d.o.o.
Published: PM Forum 2005
Field:
Project Management

Content:
Two main characteristics of project environment in the company Geoplin Plinovodi d.o.o. are outsourced projects with internal project managers and changing of project managers during the project progress. Most project work is done by company contractors so internal resource management is of low priority – effective supervising of contractors is more important, and that is the main reason for implementing enterprise project management system and project information system for better planning and tracking of project's progress. That is why in most cases the project manager is also the lowest member of project organization in company, since there are only few cases when team members are needed – the project manager has the full control over the project. The exceptions are when internal project is running. Organizational unit in which the project will be implementing in next phase takes over the project from the organizational unit which was responsible for the project in previous phase and activates its project manager. This is due to different content and different concept of project in each phase (i.e. gas pipeline development in the first phase, gas pipeline constructing and building in the second phase, etc). Project take-over is supported with project management and organizational rules and with functionalities of the project management information system. The most important for the company are transparent projects, easy progress tracking, viewable project in all project cycle for all project managers and organizational units and project portfolio management in one place.

 
The key role of top management for effective use of project management in enterprises

Author(s): Mitja Kožman, IPMIT d.o.o., Jana Barba, Intereuropa d.o.o.
Published: 29th International Conference on Organizational Science Development
Field: Project Management

Content:
Enterprise project management is a tool for realization company vision, its strategic business goals and development. Project management practitioners agree that key successful factor is executive management support and securing that support is one of the biggest challenges. It seems that project managers are not doing well at securing executive management support. Where are reasons for that? Has that anything to do with short term executive management mandate and short term measures? What happens if executive management which supported project management is replaced? Changes in executive management can have very negative consequences for project management, which can easily regress in maturity. Real cases in number of Slovenian companies will be presented and reasons for decrease of executive management support. Although it seems that gaining executive management support is very tough road, enterprise project management is essential for development of every company. We offer some advices how to emphasize benefits of project management. There are no standard answers how to present benefits of project management to executives. Every company and every executive is a case for itself together with his management style, experiences and influencers.

 
Outsourcing on projects in the state administration

Author(s): Mitja Kožman,  IPMIT d.o.o.
Published: ZPM Forum
Field: Project management

Content:
Due to many reasons government resorts to outsourcing when it comes to managing projects in public administration. This is especially the rule in infrastructure development and informatization. The role of outsourced companies is crucial for the successful projects therefore the selection and management of these companies is very important. Public Procurement Act (ZJN-1) that legally regulates outsourcing is in some cases too rigid. The Rules of Procurement of the International Bank for Reconstruction and Development are more flexible and practical, for example for different types of procurement there are different procedures that are used. The government should continue in being active participant and manager of outsourced companies after the selection phase as well. With the increase of active projects in public administration the need for qualified project managers arises - these are project managers that are able to manage outsourced companies with interests of clients. This article presents main problems, which occur in outsourcing in public projects and numerous suggestions how to solve them and increase the successfulness of projects with help of better management of outsourced companies.

 
Knowledge and skills of the Project Manager

Author(s): Mitja Kožman, Irena Poniž
Published: PM Forum 2003
Field: Project management

Content:
Only in Slovene.

 
Monitoring and supervision of the implementation of e-government Action plan by 2004

Author(s): Marin Silič M.Sc., CVI, Irena Intihar, IPMIT d.o.o.
Published: PM Forum
Field: Project management

Content:
By accepting e-business Strategy in the Public Administration of the Republic of Slovenia for the period 2001 – 2004 (hereinafter called the "SEP-2004"), in February 2001, the Government of the RS defined primary strategic directions for the next, key phase of the Public Administration informatization where the goal is to develop e-government. Concretisation and implementation of SEP- 2004 and completion of e-government programme projects (hereinafter called the "e-government programme") are presented in the Action Plan of egovernment until 2004 (hereinafter called the: "action plan"). The article describes the execution of e-government program and supervision of the implementation of e-services, presented in the action plan. The execution and supervision are performed by already established procedures within the appointed project organizational structure and with the support of appropriate project management information system, which is adjusted to the needs of Action Plan monitoring.

 
The process of project management implementation in Intereuropa it company

Author(s): Jana Barba (Intereuropa IT d.o.o.), Mitja Kožman (IPMIT Ljubljana)
Published: PM Forum 2003
Field: Project management

Content:
Intereuropa IT d.o.o. Company was established in the beginning of 2002 as a subsidiary of Intereuropa d.d. Company. The basic task of Intereuropa IT is to ensure quality and efficient information support for the main office and all associated companies. According to the considerable changes made in the main office, which has just at that time started to orient itself from a forwarding agency to logistics, the new originated company had to face pretentious and extensive task of renovation of Information System key parts. Time represented a very important factor, so the management of the company found the solution in the field of Project Management.
Intereuropa IT Company approached Project Management implementation in May 2002. Very ambitious deadlines have been set for the development and operationalisation of the system. The system development had to be concluded in three months and operationalisation had to be finished until the end of the year. The results have been achieved in time planned because of appropriate input of internal work, the management support and the engagement of Project Management Consultant.
In the phase of development, the Project Management Methodology has been prepared on the basis of world-renowned methodologies and good practice. Also, the Internal Project Regulation for Project Management has been prepared, which frames the project work in the company. A Project Office has been established and informational support for project work has been selected. In the phase of operationalisation, the project work informational support has been adapted to the needs of Intereuropa IT Company. Also, the training for project managers in Intereuropa IT Company has been executed.
In July 2002, Intereuropa IT Company assured conditions for motivation of successful work on the projects with new Regulations about salaries and other incomes, which is based on the calculation of salary share from work efficiency within the work performed on the projects.
Solutions prepared have been tested at the end of the year 2002 and have been formally used since the beginning of the year 2003. Experience is good. In the future, constant solutions improvement in this field is expected. The Project Office's formal duty is to monitor the use of those solutions and prepare changes proposals.

 
Project Office as a tool for project coordination
Author(s): Denis Premec, IPMIT d.o.o.
Published: 2002
Field: Project management

Content:
Only in Slovene.
 
Why project management?

Author(s): Mitja Kožman, IPMIT d.o.o.
Published: /
Field: Project management

Content:
Only in Slovene.

 
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