Environmental Geology Projects Success Improvement

By Lajczykova, Marketa; Zgodavova, Kristina | Theoretical and Empirical Researches in Urban Management, May 2013 | Go to article overview
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Environmental Geology Projects Success Improvement


Lajczykova, Marketa, Zgodavova, Kristina, Theoretical and Empirical Researches in Urban Management


1. INTRODUCTION

"Let your customer create your success"--Barkley & Saylor

It is known that the project managers face various problems in each project. Generally these problems are with time, finances and quality. The main task of the project manager is to identify problems before they affect the project results and know how to deal with them should they happen.

Classification of projects that fall outside the scope of research and development according to (Frascati, 2002) and (Reynolds, 2012) are as follows:

* Civil Engineering, Construction, Petrochemical, Mining and Quarrying Projects;

* Manufacturing Projects;

* Management Projects.

Projects of the first and second type leave larger or smaller environmental loads and then management projects often have to deal with them.

In the context of "sustainable thinking" the European Commission has proposed a new Environment Action Programme for the EU, entitled "Living well, within the limits of our planet". This, supposedly, will guide policy environment up to 2020 (Potocnik, 2012). This proposal aims to enhance Europe's ecological resilience and transform the EU into an inclusive and sustainable green economy. The concepts of environmental and social aspects of sustainability, energy challenge, and social responsibility are very important for our future (Frost, 2012). It follows that the role of organisations involved in projects related to geological loads will grow in the future significantly.

The starting points for this paper are the specific findings in the "case" organisation which are mostly related to ambiguity of information and complexity of change management in projects.

The purpose of the paper is to present the possibility of improving the processes and workresults of project organisations providing services in the field of geology, but the results are universally applicable and can be applied to similar organisations that use project management principles to manage their complicated contracts.

The methodological basis for the paper is both the Customer Driven Project Management (CDPM) (Barkley & Saylor, 2001) method and the tools and methods used in quality engineering and quality management, which are applied to projects related to geological services.

Barkley and Saylor (2001) noted that project quality management "is the process of integrating and managing quality into the core project management process rather than using quality tools simply to inspect and appraise the work after the fact."

2. METHODOLOGY

Research methodology is based on an analysis of existing projects in the organisation providing services in the field of environmental geology with the aid of case studies, from which, a universal model was prepared for further research this issue. Case studies relate to contracts in the field of geological services, specifically, in its Environmental Geology Division (EGD). During 2010-2012, major projects aimed at solving past environmental burdens were monitored. Geology is the essential part of this project. In 2010, further research developed the united algorithm for the situations awareness and improvement of projects success (S) modified by (Zgodavova & Slimak, 2011) and thus improved the Quality (Q), Effectiveness (E), Efficiency (I) and traceability (T). This step was based on the review of project documentation and subsequent processing of the case studies. Defining project success is often associated with: "deliver outcomes on time and on budget". But are those really the success factors that are most important to the customer in the case of environmental projects? Delivering a successful environmental project starts with taking a step back and understanding business drivers of the organisation and environmental impacts to the society.

In the case of projects, it is more suitable to replace the term Key Performance Indicators (KPIs) according to ISO 9004:2009 with the term Key Success Indicators (KSI) as a common term for criteria used to measure the benefits (financial and non-financial) of a project.

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