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The Covid-19 pandemic as a moderator of relationship between applied project management methodologies and employer brand attractiveness

Sawicki Rafał, Zabłocka-Kluczka Anna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2023

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z. 169

655--677

EN

Purpose: The purpose of the paper was to investigate the relationship between the applied project management methodologies and the perception of the employer's brand attractiveness. In addition, an attempt was made to identify the variability of this relationship due to the COVID-19 pandemic. Design/methodology/approach: Empirical research was conducted to verify the existence of the predicted relationship and to reach the aim of the paper. The set of hypotheses was built based on the theoretical research and then verified in two differently constructed research (the study was conducted using the CAWI method) on two separate samples of respondents: 92 students (potential employees) and 81 employees working on projects in organizations operating in Poland. The calculations were made using the PS Imago Pro ver. 7.0 and Process macro for SPSS ver. 4.1 by Andrew F. Hayes. Findings: It has been shown that the crisis caused by the COVID-19 pandemic did not directly affect the perception of the employer's brand attractiveness, but it is a moderator of the relationship between the applied project management methodologies and the attractiveness of the employer's brand. However, although the authors found the basic relationship true for both groups of respondents, the moderating effect is valid only for a group of employees. Research limitations/implications: The analysis is based on a limited number of cases in particular groups. In order to generalize the results in future research larger samples can be collected. There is also space to search for factors explaining why and under what conditions the type of project management methodology affects the attractiveness of the employer's brand. Practical implications: The obtained results contribute to the practice of management, showing that among the various groups of factors determining the attractiveness of the employer's brand, the attributes of the work processes (which include also the selection of project management methodology) are important as well. Organizations that apply agile project management methodologies can be more attractive to employees, especially in times of crisis and attract the more qualified specialists in the industry. Thus emphasizing the use of agile project management methodologies can be part of an employer's branding strategy shaping. Originality/value: The research makes an important contribution to the body of human resources and project management literature by demonstrating COVID-19 as a significant moderator for the relationship between the applied project management methodologies and the attractiveness of the employer's brand.

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Project Team in Project Management Methodologies

Peszko Agnieszka

Decision Making in Manufacturing and Services

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2020

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Vol. 14, no. 2

165--180

EN

The specific nature of project management causes that the selection of the right people to join the project team has become crucial to the success of any project. The present study aims at showing the role of a well-chosen project team in the project management regardless of whether the project is run according to traditional or agile methodologies. Special attention has been paid to the decision making process in project team with the use of traditional and agile methodologies. In case of traditional, classical methodologies, more efficient are teams of highly qualified specialists, which are able to make decisions, more often individual ones, as quickly as possible and precisely. Given the fact that in agile methodologies there is greater decisiveness of the team, group decisions are made more often. Management’s confidence in project team is of vital importance in agile methodologies. In order to fulfill the aim of the study, traditional and agile methodologies for project management have been briefly characterized, the process of project team building and the results of scientific research pointing to significant role of the project team in project management have been presented. It has been stressed out that, regardless of the chosen methodology, while selecting project team members it is important to consider not only members’ knowledge or experience, but also relevant personality traits and interpersonal skills (social skills). However, it should be pointed out that given the specific nature of the agile methodologies, social skills of team members become incredibly important, and in many cases more important than professional competences.

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Metodyki zarządzania projektami współfinansowanymi ze źródeł Europejskiego Funduszu Społecznego stosowane przez organizacje pozarządowe

Grablewska-Aagten A.

Nowoczesne Systemy Zarządzania

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2017

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T. 12, nr 1

53--69

PL

Sektor pozarządowy to jeden z głównych beneficjentów środków pomocowych z Europejskiego Funduszu Społecznego, przyznanych Polsce zarówno w obecnej, jak i poprzedniej perspektywie finansowej Unii Europejskiej. W ramach zwycięskich projektów, które uzyskały dofinansowanie z EFS, organizacje non profit muszą zdecydować, w jaki sposób chcą zarządzać swoimi przedsięwzięciami. Z pomocą przychodzą, zapożyczone z sektora biznesu, metodyki zarządzania projektami. W pracy zaprezentowano trzy - możliwe do wdrożenia głównie w projektach tradycyjnych z EFS: PRINCE2, PMBOK oraz PCM. Prezentowany artykuł stanowi próbę wskazania metodyki - najbardziej optymalnej dla konkretnego, analizowanego podmiotu. Wybrana i zmodyfikowana do potrzeb organizacji metodyka zarządzania projektem wynika z jej problemów, zidentyfikowanych na podstawie wniosków z badania własnego, przeprowadzonego w grudniu 2015 roku w fundacji z terenu Wielkopolski, realizującej projekty ze źródeł EFS.

EN

This article presents the most common and most frequently used management practices in European Social Funds projects applied by NGO's. Indicated on different project types, carried out in the non-profit sector during the current financial period 2014-2020, a brief characterization of each of the presented practices has been elaborated. In addition, based on my own research in a foundation, which has been a financial fund ESF' beneficiary in the previous programming period, specific recommendations were formulated which also could be used for any other funding projects to achieve efficient project management. The author wants to emphasize that the indicated solutions may not be used as a general implementation tool for each organization. They are elaborated and presented for taking into consideration or - probably - for implementation. The purpose of this article is to show the availability and the variety of project management practices in the NGO sector so management boards will be obliged to modify existing management practices in such way they will correspond to the needs of their organizations.

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Zarządzanie projektem wdrożeniowym systemu klasy ERP – autorska metodyka

Trąbka J.

Metody Informatyki Stosowanej

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2011

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nr 5

91-100

EN

In today’s economic organizations very important element of infrastructure are the class ERP systems (Enterprice Resource Planning). Essential component becomes ability of choice and introduction of this equipment. Unfortunately the projects of implement of the class ERP systems are unsuccessful understood as introduction of lesser range than assumed or marked overspend of time and financial budget of this project. As a reason for this we can point out lack of use project’s management methodology set on ERP systems. In this paper is proposed authorial management methodology of project of class ERP systems implement. It allows to conduct the project in a frame of complex budget and get appropriate quality of the final product.We described source of introduced method and elements of creation of projects range or time and financial budget.