Most international corporations have to adopt to the requirements of globalisation by working in international joint ventures or international projects outside their well known home markets. The successful management of projects is an essential element aiming to cope with the complex challenges caused by cultural factors and other influences on the management of projects. Especially the Middle East as a cultural region has experienced a dynamic growth during the last decades, as many of the countries rich in oil and gas have heavily invested into their local infrastructure. Besides other factors, the impact of national culture on project management may lead to negative influences like project delays and project failure, or positive influences such as an increased communication. Based on the Hofstede dimensional framework this thesis is designed to investigate which cultural factors and other factors influence the PMBoK (PMI Body of Knowledge) knowledge areas while delivering projects in the Middle East. This empirical study is using a qualitative research approach in a multiple-case study design analysing six projects. The results clearly show that some characteristics of the Middle Eastern cultural context strongly determine the applicability of the PMBoK knowledge areas. Especially the interrelation of individualism (IDV) and power distance (PDI) reveals some new perspectives for project work in this region. The two case studies illustrate a strong increase in power distance if the project manager and the team member do not originate from the same cultural background. Additionally differences in time perception and the characteristics of the dimension long term orientation (LTO) result in fundamental differences for the application of the PMBoK processes. The findings help to develop a theoretical framework highlighting specific influences for PMBoK knowledge areas. The results of this thesis may form a basis for future researchers aiming to develop improved models for project management in the Middle East or other cultural regions. Finally, the theoretical franework developed herein is designed to help project practitioners to gain a better understanding of the specific challenges while working on the Arabian peninsula.

This thesis reviews the software acquisition models and management tools used for managing, tracking and planning the acquisition projects all around the world. Then the requirements of Turkish Land Forces Command (TLFC) for a project management tool are considered. Features of a project management tool that is suitable for TLFC are determined through the ideas of TLFC personnel of IS department. After evaluation of selected tools through the requirements of TLFC the best one is presented. Then an interface module is developed through the requirements of the current acquisition process of TLFC for effective usage of the tool. Finally the study is evaluated.

This work deals with project management in chosen company. It has two parts. The first part is theoretical, which is focused to theoretical treatment of the subject. It explains what is the project, management of projects, organizations of projects, processes of project management, what is target of project, communication, control, changes and risks and more. In the practical part I focused to concrete company and project management and than I analyzed concrete project. Name of the mentioned company is OHL ŽS, a.s. It is company from Spain, which acts all over the world. In the Czech Republic has the base in Brno. This company has several divisions and every of them is focused to different professional architecture. I have chosen division of structural engineering. This division builds all kinds of buildings. It could be construction of new buildings or reconstruction. To analysis of chosen project I used various business documents, contracts with investor or suppliers, document which include billing, timetable. I especially used my experience with projects of this company, and I was part of this project. Name of this project is Reconstruction of cladding including replacement windows and insulation. During the analysis of project I found a couple major gaps. If we could avoid these gaps, we could increase profit. These graphs is especially in management. At the beginning there were appointed two temporary construction managers. They doesn't care about result project, because they knew that they will not be to the end of the project. These gaps are because there is missing motivation system. Project manager can´t affect results of employees. It doesn´t depend on performance of employees, they always has the same wages. For elimination of these gaps I proposed several suggestions for improvement. The first suggestion is modification and extension of motivation system. New motivation system include personal evaluation. This evaluation depends on performance of employee. The second part is bonus from over profit. The next suggestion is make a new working position. This position would take care about controlling and project documentation. During the building project, especially at the end is construction manager very busy. It depend of decision of construction 63 manager what kind of activity will have prefer. Project documentation and administration or controlling of building works. If they are doing everything correct and technology are respect. Suggested position would take care about invoices, real work, which is done, project documentation, controlling of budget. The third suggestion is purchase of small machinery such as chipping hammers and drills. At this time they rent all devices. Rent is higher than purchase price. The last suggestion is use credit to restoration of fleet. At this time they have obsolete fleet, because the bought all cars by cash. It is not conveniently.

A challenge in Lean Construction is how to make it applicable when there is a high degree of complexity and uncertainty. In many construction projects there are changing project requirements, unique products and a need for actions that are highly focused on meeting customer/client expectations. Such scenarios require management methods that are characterised by being flexible and able to react to change. The aim of this thesis is to introduce a method that has such characteristics. Project Management, Lean and Agile paradigms are merged through the application of the fission and fusion approach of nuclear physics. This research is facilitated through a sequential explorative method. In the first instance, interviews with 22 practitioners in the fields of construction project management, Lean and Agile have been conducted. Then a quantitative self-administered questionnaire with 213 useful responses has been utilised to validate the transferability of the interview findings. It is concluded that Lean is not ideally suited to dealing with the dynamic nature of construction projects. Agile methods, which were developed to cope with the high levels of uncertainty inherent to IT projects, are more flexible and able to react to change. Hence utilising Agile-based methods might be the key to the successful utilization of Lean in construction. Therefore a management method based on combining Lean and Agile approaches has potential. Such an approach needs creative thinking to develop a solution that is different to that of “Leagile”. Leagile uses Lean and Agile methods in the execution phase sequentially, through using a decoupling point model to separate the two. This thesis introduces a new paradigm in which such a decoupling or separation does not take place. Rather, project management, Lean and Agile have been merged together to develop a new holistic and strategic framework. The paradigm presented in this thesis is termed “AgiLean Project Management”.

This Thesis focuses on the current issues of environmental protection in industrial enterprises and it presents options and approaches to environmental protection, including the effect on competitiveness. The intention is to summarise problems and justify benefits for the company in terms of continually increasing efficiency and competitiveness. The Thesis is the inspiration for manufacturing enterprises and shows the way how to actively contribute to environmental protection. The conclusions lead to the integration of environmental knowledge and principles of environmental protection into the company strategy.

The subject and main goal of the diploma thesis is the application of the project management methodology at VAGONKA-INTERIORS s.r.o. Project management tools are applied in a project focused on the development and production of new technology. The thesis is focused on the practical use of outputs and work with MS Project software. The work will serve as a basis for the implementation of the project.

This work is aimed on creating plug-in module for the system Atlassian JIRA. The module was developed based on the requirements of real company and provided as a project corresponding with business processes. The main objective was to extend the functionality of used system and to design project delivery process modifications for projects of similar type.

This Master’s thesis deals with the selection and implementation of an information system for the company SunSport s.r.o. In this thesis is firstly introduced the theoretical foundation necessary for the understanding of this topic and subsequently is analysed the current state of the company with an emphasis on the information system. The third part of the thesis focuses on the selection of the system and its implementation, which is described using the techniques of project management.

The main goal of the diploma thesis is to prepare a plan for information system modernization with use of project management for HARTMANN-RICO company. This task is going to be solved with use of critical analysis and project management. The result is going to be detailed plan of the project with all necessary prerequisites including economical evaluation. Based on which management will make a decision about acual project realisation.

<p>Generally, the trade supervisors are seen swapping stories about how they have done things differently in their previous projects that had resulted in saving man-hours and resources. Since most of them are doing repetitive tasks for years, they rely mainly on their judgments and intuition while making decisions and have developed a plethora of knowledge throughout their experience. They often find it difficult to articulate the knowledge they have acquired most of which is tacit. There is a need to identify this tacit dimension of knowledge to harness it effectively as tacit knowledge is one of the factors determining the competitiveness of a construction firm. The skills shortage in the industry is further aggravated by the growing workforce. Employee retirements and knowledge loss are compelling the specialty contracting firms to capture this tacit knowledge to prepare the future workforce. This study posits an instrument to gauge the reliance of the field supervisors on tacit knowledge and identifies barriers to knowledge sharing through case studies involving electrical contracting firms. The findings of this research clearly show that the experience level of an individual is related to the reliance on tacit knowledge. Most of the experienced field supervisors rely on the tacit dimension of knowledge to perform the major day-to-day routine tasks at the construction site. The education level of an individual seems to have no significant relation with the acquisition and usage of tacit knowledge. Findings also suggest that the viewpoint of the management and the field team are disparate regarding the barriers to knowledge sharing. Management feels that lack of formal processes prevents the trade professionals from sharing their knowledge among themselves whereas according to the field team lack of socialization is identified as the key barrier. Similarly, managers' resistance to change is identified by management as the key barrier that prevents supervisors or managers from sharing their knowledge with the subordinates whereas, for the field team it is the lack of encouragement from the management. Moreover, according to management, lack of formal processes is the key barrier at the organizational level but for the field team, it’s the silo mentality of the managers. The organizations must incorporate the feedback from the field team into the decision making related to knowledge management (KM). The developed framework will benefit the trade contractors to identify on what type of knowledge the field supervisors are relying to perform a particular task and eventually categorizing knowledge into explicit and tacit.</p>