CURRENT APPROACHES TO THE MANAGEMENT OF NAVAL SHIPBUILDING PROJECTS

The paper deals with the analysis of development and trends in the field of management of naval shipbuilding projects. The introductory part gives an overview of project management in the defense sector as well as in the naval shipbuilding sector. The analysis of naval shipbuilding project management is done through consideration of four criteria: naval strategy and long-term planning, shipbuilding industrial base, workforce, and project management organization. Due to limited resources, five countries were selected: the United States of America (USA), the United Kingdom (GBR), Australia (AUS), New Zealand (NZL), and Croatia (HRV). After individual countries have been analysed, synthesis and comparison of results were presented in tabular form. The conclusion is based on global trends in this area, how the naval shipbuilding project management in the Republic of Croatia is harmonized with them, and recommendations for improving the process of managing naval projects in the Republic of Croatia. The scientific contribution of the paper is in defining a systematic approach to managing naval shipbuilding projects that could serve as a generic model on which the future organization and management processes of naval shipbuilding projects in the Republic of Croatia and other maritime countries, that are comparable in economic strength and defense needs, may be founded.

Good Practice at GASAG Group: Recommendations for the Application of Internal Crowdsourcing from a Business Perspective

Developing innovative and marketable products and services and maintaining innovation capacity are basic prerequisites for a company’s economic success and present implicit challenges in the adaptation to twenty-first-century needs. These success factors are put at risk by silo mentalities and by insufficiently pronounced cross-departmental knowledge transfers. The GASAG Group as a typical organizational layout of medium-sized enterprises in Germany has been and still is confronted with these challenges as well. In order to face them, the GASAG Group decided to work on company culture as well as to develop an open and innovative mindset, prompting it to join the ICU (ICU stands for ‘Internal Crowdsourcing in Enterprises’ and is a joint project funded by the Federal Ministry of Research and Education (BMBF) and the European Social Fund (ESF) for a period of 3 years, from June 2017 to May 2020, under the funding measure ‘Work in the Digitalised World’ and supervised by the project management organization Karlsruhe. The project goal was the development of an employee-friendly cross-industry reference model for Internal Crowdsourcing.). Research Project in 2017. The aim of this chapter is to describe the ICU approach from the practical, company perspective of the GASAG Group and to map out identified success factors as well as provide general recommendations for the implementation of Internal Crowdsourcing in a business environment.

Dimensions for improvement of construction management practice in Ethiopian construction industry

Purpose The state of the different practices in construction industry determines its performance level. Hence, improving performance of construction industry needs assessing state of the practices in the industry and devising improvement intervention. The purpose of this paper is to measure improvement requirement level of different construction management practice areas and to identify the underlying improvement dimensions in Ethiopian construction industry. Design/methodology/approach Questionnaire survey was developed for data collection based on a thorough literature review which yielded 28 construction management practice areas. Purposive sampling method was used to select respondents for the survey. Mean score was used to identify the required improvement level, and one sample T-test was carried out to identify significance of improvement requirement. Factor analysis was conducted to identify the underlying dimensions of the construction management practice areas. Findings Findings indicate 27 areas need significant improvement. This shows the low level of adoption of good construction management practices in Ethiopian construction industry. Factor analysis resulted in the areas being grouped to four broad improvement dimensions, namely, project management, organization management, knowledge and risk management and project development and contract management. Originality/value The findings provide information for appropriate action by the stakeholders to raise standards of adopted construction management practices. It also show areas of construction management which require more focused research in the context of Ethiopian construction industry. Considering the similarity of nature of construction industry problems in developing countries, the findings can be extended to similar countries.

Integrating environment economy to project management

Environmental sustainability is a horizontal issue that appears at all level of economic activities and private life. Due to the increasing complexity of regulations, particularly in case of EU funded developments, all the projects need to meet a lot of criteria on environment protection issues. These activities include the conduction of environmental studies, data collection, future emission estimations, improving social attitude, acquiring necessary permissions and environment friendly equipment and finally all the administrative activities to monitor everything mentioned previousThe project management organization increasingly needs a special expertise to meet all the requirements no matter what is the original scope of the project. The study collects different type of knowledge and expertise to manage environment economic issues during project management on four different categories, such as legal, technical, financial or human. The summary of the different type of knowledge provides logical conclusion on how the project management organization should meet the challenges of climate change in terms of daily work and organizational operations. JEL classification: O22