Abstract
Conceptual approaches to the formation of gender sensitivity of the project and program management system are analyzed according to global gender equality principles in business (Gender Equality Principles, GEP). The organizational and structural specificity of integrating gender components was identified and their relational impact on the level of organizational maturity of project management of companies was highlighted. The conceptual model of integrating gender components in the architecture of the organizational capacity of companies was offered in the context of the mission, strategic planning; structure and management style; adaptability; partnership and cooperation; role in the sector; provision of services; financial viability and resource mobilization. Gender maturity assessment model was developed on the platform of the project management maturity model (PMMM). The need to use gender mainstreaming technology to improve organizational maturity, including at the level of “benchmarking” is emphasized. The gender maturity assessment model of organizational processes was developed as a result of integration of two dimensions: organizational capacity (seven system blocks) and gender sensitivity (five principles) of companies. It is noted that the responsibility for centralized coordination of integration of gender mainstreaming in the project and program management is assigned to Gender-responsible Project Management Office (G-PMO). Cognitive causal model of gender maturity of the project and program management system was proposed based on the principles of gender equality and maturity model of project management. The stages of gender maturity of the project management system were outlined: (“knowledge of gender terminology”, “mastering specific techniques and tools by the project team”, “gender mainstreaming technologies integration into a single project and program management system”, “gender mainstreaming technologies benchmarking”, “achieving more gender-sensitive values of projects and programs”. The proposed assessment tool can be used to measure the gender maturity of both a separate unit, and the organization as a whole.
Highlights
It is known that in the current dynamic environment, the organizational project and program system must be able to adapt quickly in order to ensure control of key management parameters
Intra-organizational The organization work is based on the principles of standardization of processes that take into communication account the principles of gender equality
The organization feels the need for an in-depth development of gender-sensitive methodologies/tools as it considers gender mainstreaming as a way to improve project and program management. 3 level of gender maturity (270–359 points) – GM technologies integration into a unified project and program management system
Summary
It is known that in the current dynamic environment, the organizational project and program system must be able to adapt quickly in order to ensure control of key management parameters. According to the strategies of the UN, the European Union, the gender perspective should be integrated into the evaluation processes of any planned activities (within the policy, programs, etc.) as they affect women and men in all fields and at all levels [1]. The gender approach has the considerable heuristic potential for project and development programs management. In this regard, the issues of forming gender-balanced management system are updated, in particular by improving the existing management maturity models. It is possible to improve the level of process (planning, monitoring, execution) control in the project activities by using GM, as well as to increase the institutional capacity of the company as a whole. It is essential that appropriate gender-sensitive indicators were “embedded”/integrated into the structure of the organization/project, and that they, in turn, were included in the guidelines for monitoring and evaluation, as well as the requirements for their implementation
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