Modern organizations operating in a highly changeable and increasingly more competitive environment are forced to continually self-improve, with a view to boosting their competitive positions. The said desires manifest themselves in managers' attempts at implementing the methods and tools for increasing the effectiveness of an organization's operations into the management system. At the same time, the pressure for continuous change in an organization combined with the dynamics of the environment translate into a growing need for unique, one-off actions, calling for the use of project management methods and knowledge. An effective and efficient project implementation cannot be regarded as an immanent feature typical of any organization making use of project management. Some organizations have a fragmentary knowledge and understanding of what projects are and how they should be managed, others, on the other hand, have implemented project management methods and are capable of using them for all the projects they implement. Therefore, it can be assumed that organizations are characterized by a varying degree of project management knowledge and skills, which means that they are at different levels of project management maturity. The level of project management advancement in local government units may be assessed through an analysis of the implemented projects in terms of their maturity. Therefore, determining the degree of project management maturity depends on the intensity of the actions implemented as part of the project management process and the scope of the methods used.
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