engleski

Practice Competences in Project Management Decision Process: A Regional Study

The chapter focuses the decision-making process in project management from the perspective of the competence area “Practice”, following IPMA ICB4., so as a behavioural pattern which is the foundation that project managers use while making decisions. There is no doubt about the importance of the practice competence elements like components of decision process. Therefore, an important research question is understanding the relation between practice competences, like defined by ICB4, and decision process in project management. The chapter brings preliminary results from a study conducted in three European countries: Croatia, Slovenia and Slovakia which share similar business environments, country characteristics, and cultural values (despite some differences). It highlights three main findings formed in the questions of traditional assumptions of decision-making. The main efforts of the study are oriented to the following: (1) the challenges of decision-making, (2) shifting the logic of the project management process to creative leadership, (3) the process of sustainable decision-making: advancing business and serving to the society. The chapter concludes with the main findings about the relevance of the competence elements from the aspect of competence area “Practice” according to IPMA ICB4 and specifically for the above- mentioned market, mostly on tied to certain differnces of infrastructure projects.

Sustainability, Project Management, Sustainable Project Management, Education and Wellbeing

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