The aim of the dissertation is to analyze the project management processes in a specific corporation from the point of view of a selected department. The introduction is dedicated to a closer view on the definition of the project. The following section, the presentation of the individual methodologies -- IPMA, PMBoK and PRINCE2 along with their comparison, is a knowledge-based input for the practical section. The introduction of the practical section focuses on the explanation of the project's origin, its scope and benefits. The project management is subsequently described within its life cycle. Each phase is concluded with a short chapter which summarizes the monitored process and contains a recommendation for improvements in the company's management. The conclusion is a personal summary of the project operation as it is and the project management in the selected department along with major points that would be convenient to implement.

The thesis is focused on two chosen standards of project management such as IPMA and PMI. The document covers fundamental terms of connected with the topic of project management. There is also a description of both institutions including their history and structure. The comparison of both standards and their certifications according to chosen indicators is based on the analysis of above-mentioned theoretical background. The thesis is based on information contained in official IPMA and PMI materials.

This thesis deals with certification of project managers according to the ICB standard, which focuses on the competence of the project manager. The theoretical part introduces the historical development and approaches to project management, basic concepts in project management and widespread standards and certification in project management. The practical part is devoted to detailed description of the version 3 and 4 of the ICB standard. Subsequently comparison of both versions according to selected criteria and on the basis of this comparison are evaluated strengths and weaknesses of each version. The conclusion is formulated to benefit ICB 4 for the practice of project management and is designed to possibly form the structure of the standard.

This diploma thesis contains comparison of IPMA standards' use among project managers from Chelyabinsk oblast in Russian Federation and South-Moravian region in Czech Republic. The work is divided into two parts by themes. The first part creates theoretical platform for understanding of this problematic. The second part is composed of questionnaires’ evaluation and further comparison, which were made by using statistic calculations and coefficients. Findings acquired through questionary assessment are described as follows and on their basis a recommendation for IPMA development is given.

Syftet med denna studie är att undersöka hur och vilka agila principer som kan appliceras i projekt inom tillverkningsindustrin. Studien har skett på fallföretaget KalmarGlobal och resultatet visar att det inte går att implementera agila projektmetoder rakt av, men att det däremot finns principer inom det agila som kan och bör implementeras för att få företagets projektarbete mer effektivt. Dessa är bl a enklare dokumentering, stå-upp-möten och självstyrande grupper.

The diploma thesis is focused on the topic of managerial competencies and competency models, as a particular combination of competencies that are necessary for the effective performance of the work. Managerial competencies are in this thesis specifically focused on the competencies of the project manager. The aim of the diploma thesis is based on an analysis to identify the competencies of the project manager and on this basis to develop generic competency model of project manager. The theoretical basis of the work is focused mainly on the issues of the concept of competence, the development, use and types of competencies. Further are processed concepts of the area of managerial competencies and project management on the basis of literature and Internet resources on this topic. Own part is based on analysis of documents, which is the basis for compiling the survey, whose result is a list of selected competencies important for work as a project manager. Based on the list of important competencies is compiled generic competency model project manager. In conclusion summarizes the results from own part.

This diploma thesis is focused on technical, behavioural and contextual competences of project managers defined by IPMA ICB 3 and its use by projcet managers in practice. Theoretical part describes project management, standards a methodics in the area of project management and competences of project managers defined by IPMA. The empirical part deals with analysis of the survey results. This analysis is focused on evaluating the use and necessity of competencies of project managers in practice.

This diploma thesis focuses on processes in project management based on international standard IPMA Comptence Baseline (ICB). Its main goal is to create process models of chosen technical competences of the ICB. The models were built in a program called Bizagi Modeler in accordance with an international standard Business Process Model and Notation. Results of this thesis are represented by the process models for each of the chosen technical competences and by an overall model that put all the created competences together. It helps to show connections between the competences as well as to understand the application of competences within the project cycle. Crucial steps of chosen competences are also applied to a model project for better understanding of a real application. Created process models may serve as a user guide for project managers who manage projects according to the ICB.

The aim of this thesis is to find the relationship between enterprise architecture (EA) and project management. This objective is achieved through two milestones - the first aims to answer the question whether EA can be controlled (in the case of this work represented an architectural framework, TOGAF), using the principles of project management (where this work represented CzNCB standard) and the second deals with issue of the outputs of EA (TOGAF) as a reference for development projects (controlled by CzNCB). The first - EA management and project management focuses on project management of one iteration of the process of building enterprise architecture process model according to architectural framework, TOGAF ADM. It examines whether the EA project manage the building and what is or should be in project management according CzNCB add to the building through the allow EA to drive. In the second of them - EA and project development objectives are achieved partial identification information, which adds to the architecture project and a comparison with the standard for project management CzNCB. The benefit of this work is the best link building practises used in the EA through TOGAF ADM and project management based on standard CzNCB. This work may be a practical benefit for the company that has implemented project management by IPMA and intends to build the enterprise architecture. Such enterprise content of this work will provide guidance on how to manage the building through the EA CzNCB and consequently help to apply EA outputs to development projects. In the first part of this work is to analyze the state of knowledge in project management and EA. The second part is devoted to characterizing concepts closely related to both areas. In the third part of the methodological basis set out analysis of the relationship of project management and EA. The following two chapters, which are separately engaged in sub-goals of this work - Management EA and the EA and project management and development projects.

This thesis deals with the general mapping and describing the project of the implementation of changes in the process of Change Management in insurance company Česká pojišťovna with the final evaluation including a final report and analysis of important moments. From this project was obtained various outputs, which together with the final evaluation are compared with procedures reported in the theoretical background (IPMA;, Methodology of Project Management of Česká pojišťovna). The conclusion is devoted to determining the level of maturity of the Change Management process after the conclusion of the project. The thesis includes pictures, diagrams, tables and graphics processing data needed for clarity.