Modeling of maturity of gender-oriented project management office

Tetiana Fesenko,Galyna Fesenko,Anatoliy Shakhov

doi:10.15587/1729-4061.2017.110286

Abstract

The theoretical and practical models of project management offices and the basic principles of creating a Gender-Oriented Project Management Office (РМО G ) are analyzed. Attention is drawn to the peculiarities of gender logical project management systems. Approaches and methods for assessing the maturity of the project office are defined. The gender component is extrapolated to the contextual parameters of the project management knowledge areas. The model of estimation of РМО G maturity in the context of the development of gender-oriented project management is developed. It is noted that the level of gender responsibility of РМО G can range from advisory support to the continuous improvement of gender-sensitive project management. A mathematical description is proposed for estimating the level of РМО G maturity. Eight levels of РМО G maturity are outlined: “definition of goals and objectives of the РМО G ”; “organization of РМО G ”; “development of methods for effective gender-oriented project management”; “development of the organization gender competence”; “recognition of РМО G effectiveness”; “РМО G – center for gender-based project management”; “creation of additional, inclusive, gender project values”; “center for the development of gender-oriented project management”. The global criterion range as a maturity indicator of РМО G is calculated for each level. The proposed evaluation tool can be used by the РМО G directorates and top management of gender-responsible organizations to self-assess the progress in the development of gender-based project management, as well as to select the actions needed to move to a higher level of maturity

Highlights

Gender components are becoming more defined in the implemented practices of project and program management
It is noteworthy that gender approaches in Sustainable Development Goals 2030 [1] are considered in a cross-sectoral dimension and they are an integral part of the initiation, planning, implementation, monitoring and evaluation of projects and programs
The importance of a gender perspective for managing sustainable development programs, both at the national and local levels actualizes the issues of improving existing management systems

Summary

Introduction

Gender components are becoming more defined in the implemented practices of project and program management. The importance of a gender perspective for managing sustainable development programs, both at the national and local levels actualizes the issues of improving existing management systems. The special organization was created in the UN structure (UN Women) The functioning of such a management structure should correspond to the international standards of program and project management on the one hand [2,3,4,5,6], and, on the other hand, the appropriate level of integration of gender knowledge as a contextual platform for program activities. There is a tendency not to decrease, but to increase gender gaps between countries This updates the issue of organizing more effective management of existing resources for national gender equality programs. Scientific and practical developments to assess the maturity of gender-oriented project management at the project office level are becoming extremely valuable

Objectives

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Discussion

Conclusion