The determination of the elements that lead to project success is currently a major topic among the project management community. The role of the project manager and the influence it has on the overall results of the project has become a focus point for researchers, practitioners, and academics. The attempts that have been made to identify the characteristics and competencies of effective project managers has led to the acknowledgment that there is a need for a different set of competencies than those purely technical. The human and leadership skills of a project manager play an important role in the outcome of projects; therefore, it is important for these competencies to be taught and developed as part of project management education. Thus, this study aims to contribute to the understanding of the human competencies needed by effective project managers today and the extent to which project management bodies of knowledge, as well as formal education programs encourage the development and practice of such competencies. The research was carried out using a mix-method approach. Primary data was collected through semi-structured interviews with professors teaching different subjects within project management education programs. Secondary data was obtained from a thorough review of the main project management bodies of knowledge and project management postgraduate programs offered by accredited universities in the UK. The findings of this thesis suggest that there is a clear need for the development of the human side of project management, and that although there is no definite set of competencies for effective project managers, there are some key skills essential to those in the pursuit of success. Project management associations have shown an important change in their BOKs regarding the inclusion of topics on the human aspect of the practice from one edition to another. Moreover, as universities recognize the need to promote the development of human and leadership skills there is an opportunity to narrow the gap between the human topics covered within the programs and the methods used to teach them. However, the current role of both the BOKs and education providers is still only to create awareness on the topic rather than show and explain the use and techniques for different human skills in particular situations. Among the most suitable and effective methods for developing such competencies is the encouragement of team work, soft skills trainings, coaching and self-reflection exercises. Ultimately, it is the combined effort of the project management associations, universities, researches and practitioners themselves that will enhance the development and practice of human and leadership competencies within the project manager’s role nowadays.

TITLE: Headmaster as a project manager AUTHOR: Mgr. Bc. Iva Lokajová DEPARTMENT: The centre of school management SUPERVISOR: RNDr. Jana Marková ABSTRACT: The thesis "Headmaster as a project manager" focuses on the topic of project management in schools. The processed topic should help novice headmasters in particular with the fundamentals of project management. It explains the basic concepts of project management and deals with the description of the forms and methods of project management. It explains the basic tasks, activities and competence of the project manager in education. The research part is trying to map out a so far relatively unexplored area of project management for headmasters of primary schools and kindergartens as well as analyze and visualize the needs of school headmasters in the area. The conclusions show that although elementary schools in particular recognize the benefits of participating in projects for schools, their support in this area is inadequate. The thesis offers proposals for measures that could be used to improve support for project managers in education.

Title: The Implementation of the Project "Neberte nám naši hru" and the Proposals to its Improvement Objectives: The main objective of this thesis is a detailed description of the project "Neberte nám naši hru" and based on the research methods which proposed changes for future years of the project. Methods: For a description of the project was used a method of observation in the role of a full member, and an analysis of documents. The parents of children were inquired by questionnaire construction to find out how they had perceived the project. To obtain expert opinions on the realization of the project and its media coverage were carried out two qualitative interviews. Results: The project "Neberte nám naši hru" is perceived by the target group very positively in terms of its main ideas and implementation. In other years can be recommended especially year-round communicate of the project ideas towards the football public in Prague. Within the year-round communication proposes the inclusion of new elements between project activities that should more attractive the project for the participants and for the media, which would contribute to increasing public awareness of the project and its ideas. Keywords: Project Management, Project Manager, Project Team, Sports Event

The diploma thesis analysis the competency model of an ideal applicant, who would be able to work on Junior Project Manager position. In theoretical part of the thesis is described the situation on the market focused on education in project management area. This education stream is described into more details. In practical part of the thesis is conduct a research analyzing actual position on the market. The goal of the research is to collect appropriate competencies which should have the ideal candidate for this type of position.

The aim of the study was to investigate how team members experience project managers' processes for decision making. The study was based on a qualitative method, where eight interviews were conducted with team members who work or have worked in a project. The study investigated how individuals in project teams experience the project manager's way of delivering decisions. From the study results it has been found that it’s crucial for team members in a project that the project leader shows confidence in the team and delegates various responsibilities to the members of the project team. Another important part is that project managers share the reasons why a certain decision is made. In order for a decision to be accepted by the team, it is therefore necessary to understand the reason for the decision. Keywords: Team member, Decision making, Responsibility, Project manager

The low retention rate of information technology (IT) project managers from a region in the southeastern United States has increased an organization's operational costs and decreased the organization's global competitiveness. The conceptual foundation for this study was the resource-based theory of competitive advantage. This multiple case study explored IT project managers' perceptions of the factors that contributed to their retention. Participants in the study included 10 IT project managers with at least 5 years of experience who were also members of a chapter of the Project Management Institute (PMI). Semistructured interviews were conducted via teleconference to collect data that were subjected to a thematic analysis. Three key themes emerged from the analysis: an understanding of project management, challenging work, and certification support. The results of the study might provide those individuals in charge of hiring IT project managers with criteria that define what these IT project managers require as well what benefits can be offered and what methods can be applied in retaining these IT Project Managers. Findings from the study have implications for positive social change by contributing to the project management body of knowledge, positioning companies competitively, and effectively engaging IT project managers.

I dagens företagsklimat är en strategiskt planerad riskhantering något som inte alltid är högtprioriterat, utan något som man ser som ett hinder. Företagen grundar sina beslut i detfinansiella värdet och förbiser riskhanteringsarbetet. För att kunna hantera dessa svårighetermed att inte endast basera sina beslut på det påstådda finansiella värdet, tar denna studie upphur två stycken företag hanterar risker, samt hur riskhanteringsarbetet ser ut. Studien visar attföretagen inte har någon direkt strategisk planering kring riskhantering, utan en mer ad hocmässigsådan. Dock talas det om hur viktig riskhanteringen är, vilket gör det till ett intressantämne då det förekommer motsägelser. En tolkning är att branschen ochorganisationsstrukturen har stor påverkan på vilken riskhanteringsmetod som tillämpas. / In today’s business climate, clear and marked risk management is often not particularlyprioritized, but is instead something companies see as an obstacle or nuisance. A companyoften bases its decision on (non-risk adjusted) expected return, which often leads to ignoranceof inherent risks if the expected return is high. To deal with the difficulties of not only basingdecisions on non-risk adjusted return, this paper will show how two different companies dealwith risk and how highly prioritized risk management is. The main conclusion is thatcompanies do not have a particularly systematic management of risks, which makes the topicever more interesting, given the general interest and importance of risk management. Oneinterpretation of this conclusion is that the industry and the organizational structure have alarge influence on which risk management method that is used.

SAMMANFATTNING [SV] Projektledarens ansvar i ett projekt är att leda sin projektgrupp till uppsatta mål med fastställda kravspecifikationer. Dessa mål skall vara uppnådda inom en tidsanpassad och ekonomisk ram. För att nå dessa ramar bör en projektledare tidigt planera genomförandet och upprätta en ekonomisk plan för projektet. De konsekvenser som uppstår vid komplexa projekt då projektledaren inte förfogar över tillräcklig med kompetens leder till ekonomiska förluster samt ett misslyckat projekt. Vilka kompetenser bör en projektledare behärska? På vilka sätt behärskas dessa kompetenser? Med vilka verktyg eller metoder kan kompetenserna utnyttjas vid planeringen av projekten för att undvika problem? Det är dessa frågeställningar som för ihop denna studie om projektledarens kompetensutveckling i mål av att ta fram en kompetensutvecklings modell. Studien ger en blick över projektledningens alla stadier och vad projektledarens roll är i samtliga faser. Sedan beskrivs begreppet kompetens och hur individen utvecklar sin förmåga att leda projekt. Studien har genomförts i samarbete med byggföretaget JM AB där metoden för studien består av tre moment. En omfattande litteraturstudie har genomförts där det teoretiska perspektivet runt projektledning har analyserats. Intervjuer med projektledare och platsbesök genomfördes för en djupare förståelse över hur JM AB arbetar med tidsplaner och befintliga kompetensutvecklingsplaner. Studien påvisar att projektledarna på JM AB är främst delaktiga i tidiga skeden samt det avslutande skedet. I förstudien och planeringen är de främsta arbetsuppgifterna för projektledaren att fungera som en ackvisitör, upprätta olika ekonomiska budgetar samt att ta fram en huvudtidplan för det aktuella projektet. I genomförandet är det av stor vikt att projektledaren skapar en god sammanhållning mellan de inblandade parterna. På så sätt alstras en god klarhet mellan projektmedarbetarna och produktionen effektiviseras. Vid ett projektslut är det kunden som står i fokus. Där en god kommunikation emellan kunder, projektledare samt mäklare ger upphov till de förutsättningar som kunden behöver för inflyttning är till hands. Examensarbetet konstaterar att projekt oftast blir uppdelade mellan projektmedarbetare. Detta framför krav på att projektledaren ska inneha en bred kompetens, där helhetsbilden över projektet ansågs vara en viktig del av projektledarens kompetens. Följaktligen blir att fungera som kärnan i projektet kombinerad med den sociala kompetensen en central del. Vidare fastställde examensarbetet att projektledarens kompetensutveckling först och främst sker i det dagliga arbetet. Där erfarenhet från tidigare arbeten utgjorde den största kompetensutvecklingen. Förutom erfarenhetsläran bidrar även aktiviteter som formella kurser till en kompetensutveckling hos projektledaren. Studien belyser dessutom projektledarens varierande planeringsverktyg, där även en jämförelse dras mellan planeringsverktygen Powerproject och Microsoft Project. Genom jämförelsen mellan programmen dras slutsatser angående för och nackdelarna med programmen samt hur dessa bidrar till mindre ekonomiska förluster. / A project manager's responsibility in a project is to lead the project to specified goals with defined specifications. These goals must be achieved within a time related and economic framework. To achieve these goals, a project manager needs to early plan and implement a financial plan for the project. If the project manager lacks sufficient competence it may result in financial losses and failed project.  The present thesis was accomplished in collaboration with the construction company, JM AB, and the study consists of three parts. An extensive literature review has been conducted in which the theoretical perspective around the project have been analyzed. Interviews with project managers and site visits were conducted in order to achieve a deeper understanding of how JM works with timetables and existing competency development plans. The study shows that the project manager at JM AB is primarily involved in the early stages and the final stage of the project planning. Furthermore, this thesis showed that the project manager's skills development first of all takes place in daily work. In addition, the results showed that experience from previous work constitutes the most important skills development for the project managers and that activities such as formal courses also a contribute to stronger competence for the project manager.

Darbo tema UAB „Tiketa“ projektų vadovų klientų aptarnavimo proceso tobulinimas Darbo tikslas Įvertinti ir išanalizuoti bei pateikti rekomendacijas projektų vadovų klientų aptarnavimo proceso tobulinimui; Darbo uždaviniai • Nustatyti esamą projektų vadovų klientų aptarnavimo procesų grandinę bei įvertinti jos tobulintinas vietas; • Empiriškai įvertinti klientų aptarnavimo procesų neatitikimo priežastis bei problemos dydį; • Pasiūlyti veiksmus (rekomendacijas) aptarnavimo proceso tobulinimui; Tyrimo metodai • Giluminis interviu; • Stebėjimas; • Dokumentų analizė. Darbo rezultatai Darbo metu problemoms eliminuoti buvo pasiūlyta eilė vadybinių sprendimų, padėsiančių: 1.) Padidinti projektų vadovų naudingumą; 2.) Sumažinti klientų skundų skaičių; 3.) Sutrumpinti klientų aptarnavimo procesą; 4.) Palengvinti dokumentacijos pildymą; 5.) Išlaikyti ar padidinti klientų skaičių. / Work title Processes development of the project managers’ work with customers in JSC Tiketa. Work goal Measure, analyze and give recommendations for the project managers’ work with customers’ development; Work tasks • Identify process chain of the project managers and evaluate possible ways to develop it; • Empirically measure the reasons of inappropriate processes of project managers’ work with customers’ and size of the problem; • Give recommendations for the process development of the customer service. Methods of analysis • Depth interview; • Observation; • Documents analysis. Work outcomes There were recommended some actions to eliminate the problems, which would help to: 1.) Productivity increase of the project managers; 2.) Number decrease of the customer complaints; 3.) Shorten the process of the customer service; 4.) Simplify documentation filling. 5.) Save or increase number of the customers.

The coopetition (simultaneous focusing on cooperation and competition) between organizations and within organizations has received increasing attention from academia and practice. However, there is no guide on how coopetition can be encouraged. I discuss in how far leadership styles (Transformational, Transactional, laissez-faire, and Autocratic) can be utilized to enable coopetition between the project manager and functional manager and between the project managers as well within a matrix organization. Analyzing 16 semistructured interviews from a company located at Kingdom of Saudi Arabia, I explain that both transformational and transactional together (mixed style) can enhance the coopetition between the managers. Finally, I conclude implications as well as thoroughfares for future research.