Project Office Research Articles

Identifying essential implementation strategies: a mixed methods process evaluation of a multi-strategy policy implementation intervention for schools

BackgroundPhysically Active Children in Education (PACE) is composed of eight implementation strategies that improves schools’ implementation of a government physical activity policy. A greater understanding of each discrete implementation strategy could inform improvements to PACE for delivery at-scale. This study aimed to: (A) measure the dose delivered, fidelity, adoption and acceptability of each strategy using quantitative data; (B) identify implementation barriers and facilitators using qualitative data; and (C) explore the importance of each strategy by integrating both data sets (mixed methods).MethodsThis study used data from a cluster randomised noninferiority trial comparing PACE with an adapted version (Adapted PACE) that was delivered with reduced in-person external support to reduce costs and increase scalability. Data were collected from both trials arms for between-group comparison. Descriptive statistics were produced using surveys of principals, in-school champions and teachers; and project records maintained by PACE project officers (objective A). Thematic analysis was performed using in-school champion and project officer interviews (objective B). Both data sets were integrated via a triangulation protocol and findings synthesized in the form of meta-inferences (objective C).ResultsEleven in-school champions and six project officers completed interviews; 33 principals, 51 in-school champions and 260 teachers completed surveys. Regardless of group allocation, implementation indicators were high for at least one component of each strategy: dose delivered =100%, fidelity ≥95%, adoption ≥83%, acceptability ≥50%; and several implementation barriers and facilitators were identified within three broad categories: external policy landscape, inner organizational structure/context of schools, and intervention characteristics and processes. All strategies were considered important as use varied by school, however support from a school executive and in-school champions’ interest were suggested as especially important for optimal implementation.ConclusionThis study highlights the importance of both executive support and in-school champions for successful implementation of school physical activity policies. In particular, identifying and supporting an in-school champion to have high power and high interest is recommended for future implementation strategies. This may reduce the need for intensive external support, thus improving intervention scalability.

Management of the Contract Claim Presentation and Response in Ethiopia: The Case of Addis Ababa

This research aimed to investigate the difficulties interrelated to contract claim management from the client, contractor, and consultant’s perspective by studying the claim process in public housing construction projects in Addis Ababa, Ethiopia. Both primary and secondary data were collected based on the survey strategy through 72 questionnaires and 250 organizational documents. The data were analyzed using Relative Importance Index, Spearman’s correlation Coefficient, framework analysis, and linear multiple regression model. The research findings showed that the most potential sources of claims were: delays in the supply of input materials; design change; weather conditions; undue delay in the release of payment; and failure to give written instruction. In addition, the contractors' main problems in the contract claim management process are high project managers’ workload, lack of contract knowledge, late notification of claims, poor communication, and unorganized project office administration. The variables of claim notification, identification, and presentation are positive and significantly affected the project claim management process, whereas claim examination and documentation haven’t significance to the project claim management process. The researcher recommended that the three major parties client, the Contractors, and the Consultants shall prevent disputes and minimize claims in the project by attaching through seeking legal advice early, setting up the Disputes Adjudication Board, and improving contract knowledge.

Features of the project office work of the Ministry of digital development, innovations and aerospace industry of the Republic of Kazakhstan

The project management system is being implemented in the activities of the state bodies of Kazakhstan. The methodological part consists in the development and approval of standard regulations and rules for project management. The organizational part of the project management system is determined by the work of the project office of state bodies, and information support is determined by the work of a unified information system. The purpose of the article was to analyze the work of the project management system, namely, the activities of the project office of the Ministry of Digital Development, Innovations and Aerospace Industry of the Republic of Kazakhstan (hereinafter – МDDIAI).As a result of this analysis,some shortcomings and gaps were identified, which are systematic and negatively affect the result of the project office. The authors of this study made and substantiated conclusions that show the real procedure for interaction of the МDDIAI project office with the national project office and other state bodies. In many ways, the problems of МDDIAI in the field of project management are of a similar nature for other state bodies. One of the main problems is the incomplete formation of project offices and the complexity of the perception of project management ideas by ordinary civil servants. Difficulties in the work of the МDDIAI project office may be relevant for other central and local state bodies, which will help to revise the current state policy in terms of project management implementation. The following research methods were used: document analysis, case studies, deduction, generalization and concretization.

How to get your message across: designing an impactful knowledge transfer plan in a European project

Abstract. Academic research is largely characterized by scientific projects striving to advance understanding in their respective fields. Financial support is often subject to the fulfilllment of certain requirements, such as a fully developed knowledge transfer (KT) plan and dissemination strategy. However, the evaluation of these activities and their impact is rarely an easy path to clarity and comprehensiveness, considering the different expectations from project officers and funding agencies or dissemination activities and objectives. With this paper, based on the experience of the management and outreach team of the EU-H2020 APPLICATE project, we aim to shed light on the challenging journey towards impact assessment of KT activities by presenting a methodology for impact planning and monitoring in the context of a collaborative and international research project. Through quantitative and qualitative evaluations and indicators developed in 4 years of the project, this paper represents an attempt to build a common practice for project managers and coordinators and establish a baseline for the development of a shared strategy. Our experience found that an assessment strategy should be included in the planning of the project as a key framing step, that the individual project's goals and objectives should drive the definition and assessment of impact and that the researchers involved are crucial to implement a project's outreach strategy.

Competitive Strategy and Performance of Non-Governmental Organizations in Nyeri County, Kenya

There is increasing pressure on NGOs in Kenya to meet their organizational goals and objectives despite financial challenges and increased competition for resources. Application of well thought practically applicable competitive strategies is paramount to mitigate the challenges also improve NGO performance. Thus, the general objective of this study was to determine the effect of competitive strategies on the performance of Non-governmental organizations in Nyeri County, Kenya.  The study employed descriptive research design. 100 participants were chosen from NGOs’ directors, project coordinators, project officers and assistant officers from the 10 registered NGOs in Nyeri County. Data collected using questionnaires was analysed using multivariate regression and Pearson correlation tests. The study found that focus strategy has positive influence on NGOs performance (B= 0.153, p= 0.003). Also, differentiation strategy positively influences NGOs performance (B = 0.210, p= 0.000). Similarly, the study established that cost leadership strategy positively affects the NGOs performance (B= 0.358, p= 0.000) while also speed strategy has positive and significant effect on NGOs performance (B = 0.199, p= 0.012). Based on the findings, the study concluded that differentiation strategy is commonly applied by the NGOs organizations with the sole objective of creating goods and services that were in demand by the customers.   Also, the study concludes that focus strategy had a positive and significant relationship with NGOs performance. The study also concluded that cost leadership strategy had a positive and significant effect on NGOs performance and that NGOs in Nyeri have implemented this cost leadership structure. The study recommends NGOs to orient themselves as quick to act organizations in order to realize there objectives faster and also tap on the available opportunities of growth. Keywords: NGO’s performance, competitive strategies, differentiation strategy, cost leadership, speed strategy, focus strategy.

Choosing a concentration process for Norilsk-1 disseminated ores to be implemented at the new Concentrator Plant and substantiation

1948 saw commissioning of the Big Concentrator Plant that processed ore from the Norilsk-1 deposit. In 1966, a separate section (Line 2) of the revamped plant started to process Talnakh ores. Due to continuous optimization of its concentration technology, Norilsk Concentrator Plant witnessed active development and expansion for many decades. In line with the Development Strategy adopted by MMC Norilsk Nickel, the development plan of Medvezhiy Ruchey foresees further expansion of the mining capacity. By 2027, after the Norilsk-1 project has been implemented, Zapolyarny pit is expected to supply up to 9 mln t/year of disseminated ore. In 2020, an important strategic decision was made to build a new concentrator plant in Norilsk. Using a composite core sample, Gipronikel Institute carried out a laboratory study and a number of processing schemes was identified that would serve the purpose in the best way. A series of pilot tests followed, and it was established that any of the processing schemes selected would deliver its benefits. As a result of joint effort taken by the process designers together with Medvezhiy Ruchey, Science and Technology Directorate of MMC Norilsk Nickel’s Polar Division, Norilsk Concentrator Revamp Project Office of NN Development and MMC Norilsk Nickel’s Production Department, the Company leadership decided that a flexible process should be introduced for the concentration of Norilsk disseminated ores. The equipment selected and the flexibility of the processing circuit will enable to use one of the three concentration schemes and to produce selective copper and nickel concentrates of varying quality or collective concentrate. Due to adoption of the flexible processing scheme, Norilsk Concentrator Plant 2 will be able to easily adapt to the changing quality of feed ore in the future, to the actual configuration and production schedule of Nornickel’s metals division, as well as to the global market demand in general. Other contributors to this research paper include L. S. Lesnikova, M. S. Datsiev (MMC Norilsk Nickel’s Polar Division).

Evaluating the effectiveness of the Play Active policy intervention and implementation support in early childhood education and care: a pragmatic cluster randomised trial protocol

BackgroundDaily physical activity is critical during the early years of life for facilitating children’s health and development. A large proportion of preschool children do not achieve the recommended 3 h of daily physical activity. Early childhood education and care (ECEC) services are a key setting to intervene to increase physical activity. There is a significant need for ECEC specific physical activity policy, including clearer guidelines on the amount of physical activity children should do during care, and strategies for implementation of these guidelines.MethodsThis study is a pragmatic cluster randomised trial to evaluate the effectiveness of the Play Active physical activity policy intervention to improve early childhood education and care educator’s physical activity-related practices. The central component of Play Active is an evidence-informed physical activity policy template which includes 25 practices to support nine age-specific recommendations on the amount of physical activity and sedentary time, including screen time, young children should do while in care. There are six implementation support strategies to facilitate physical activity policy implementation: (i) personalise policy (services select at least five of the 25 practices to focus on initially); (ii) policy review and approval; (iii) a resource guide; (iv) a brief assessment tool for monitoring children’s energetic play; (v) professional development; and (vi) Project Officer implementation support (phone calls). A total of 60 early childhood education and care services will be recruited from metropolitan Perth, Western Australia. After baseline assessment, services will be randomly allocated to either intervention or wait-listed comparison conditions. Primary (educator-reported frequency and amount of daily time provided for children’s physical activity, sedentary and screen time) and secondary (educator physical activity-related practices, self-efficacy, motivation, attitudes and beliefs, social support, and supportive physical environment) outcomes will be assessed at baseline and post-intervention, after intervention services have had a minimum 3 months of policy implementation within their service.DiscussionThe Play Active trial will rigorously evaluate a novel physical activity policy intervention with implementation support that promotes positive physical activity behaviours in educators and children attending ECEC. If effective, the program could be adapted, scaled-up and delivered in ECEC services nationally.Trial registrationAustralian New Zealand Clinical Trials Registry ACTRN12620001206910 (date of registration 13/11/2020).

Khadi Textiles, Women and Rural Development: An Analysis from Past to Present

The paper aims at bringing out the cultural, economic, and political importance that Khadi has for India from pre-colonial times, during the colonial rule and after independence till the present times. The paper brings out Khadi’s potential in rural development by solving the pressing concerns of unemployment and working conditions in developing countries like India. In spite of this, Khadi’s potential at rural development is subsided by the contemporary threats the industry faces due to the different agents of neoliberalism, discussed in the paper. The questionnaire report on workers collected at the Cheriyakonni production unit and information collected at the District Project Office Trivandrum; brings out that rural women are the largest workforce victims of these threats, as the industry is slowly showing signs of degradation. Methodology: The research paper is based on both quantitative and qualitative data analysis. Data is collected from Kerala Khadi and Village Industries Board (KVIB) Project Office Thiruvananthapuram through interviews. Questionnaire is conducted on workers of Cheriyakonni Production Unit, Thiruvananthapuram that operates under the board.

Digitization in the Design and Construction Industry—Remote Work in the Context of Sustainability: A Study from Poland

The article presents the results of research on the digitization of services provided by the design industry in the context of the implementation of sustainable development goals, especially environmental sustainability. First, a literature review has been done. These research goals were established in the publication: investigating the impact of remote work on the implementation of sustainable development goals (in particular, environmental), examining the essence of better perception of remote work and digitization of the design process by employees of the design and construction industry, and examining barriers and factors favoring the digitization of the design and construction industry in Poland. Both a survey and interviews were carried out. To analyze data obtained from the interviews, the Colaizzi’s methodology was performed. The data obtained as a result of the survey were subjected to a statistical analysis using a cluster analysis (Ward’s method). Groups (clusters) of strong and weak barriers, supporting factors, and sustainability factors were defined. The COVID-19 pandemic has perpetuated the digitization trend in this industry. Employees and owners of project offices prefer remote work due to the flexibility of working time, time savings, work comfort, safety, and savings. Industry employees recognize the advantages and benefits of remote work in terms of environmental sustainability. The environmental impact in the form in the reduction of electricity consumption by large office buildings and reduction of the emission of harmful substances contained in car exhaust fumes are the most frequently mentioned environmental advantages. The biggest barriers are legal aspects, and sometimes difficult cooperation with a client. The research results presented in this publication, as well as the methodology adopted, are a contribution to the literature on the perception and comfort of remote work, the social effects of the COVID-19 pandemic, and environmental sustainability.

СОВЕРШЕНСТВОВАНИЕ ОРГАНИЗАЦИОННО-ЭКОНОМИЧЕСКОГО МЕХАНИЗМА ИНИЦИАТИВНОГО БЮДЖЕТИРОВАНИЯ

One of the ways to strengthen the interaction between the government and society, involve the population in solving local issues, and increase civic responsibility is proactive budgeting. The relevance of initiative projects increases in the conditions of increasing subsidization of local budgets and the inability to solve the current problems of local communities at the expense of budgetary funds. The article considers the organizational and economic mechanism for the development and implementation of initiative projects, which allows the use of strategic planning and initiative budgeting tools to solve local problems in the absence of other sources of financing. The mechanism is based on the integration of stakeholder and project approaches to management and the principles of participatory public management. Within the framework of the organizational and economic mechanism, a list of stakeholders of the territory, levels and functions of project offices at the regional level, levels of municipal districts and settlements are defined, and tools for information and methodological support of projects of local initiatives are proposed, taking into account the introduction of digital technologies. The project office at the regional level provides institutional design, methodological support and general control of the implementation of the program to support local initiatives. At the level of municipal districts, compliance with regulatory procedures, organizational and methodological support of participants, coordination of project managers of the third level is ensured. The third-level project office directly initiates and implements the project and implements the principles of the stakeholder approach, engages the population and local entrepreneurs in the actual work on the initiative project, providing an opportunity to lobby their interests corresponding to the strategic goals of the municipality. The mechanism allows to activate the participation of the population in local self-government, to introduce the technology of initiative budgeting in the strategic management of the municipality, to reduce the budget burden on municipalities in conditions of subsidized local budgets.

ПРОЕКТНОЕ УПРАВЛЕНИЕ В РАЗВИТИИ РОССИЙСКИХ ПРОМЫШЛЕННЫХ ПРЕДПРИЯТИЙ

Currently, in conditions of fierce competition and under the influence of constantly changing external factors, the development of enterprises and the modern economy in Russia is taking place. In the modern world, all transformations occur at an unprecedented speed, overcoming the path in a few days from the idea of emergence to its implementation. These innovations concern all spheres of activity, the management and development of industrial enterprises is no exception. These trends are pushing more and more enterprises to resort to project management. These actions lead to the following changes in the organization: openness and transparency of conducting activities, setting specific goals and achieving them, attracting more employees, since everyone is interested in the success of the project, because they have their own interests. The success and sustainable development of an organization in the market depends on its ability to create and implement various innovative ideas: the creation and release of an innovative product, the development of new technologies, the application of progressive methods of conducting the organization’s activities, etc. To date, the project management method is actively used in the development of Russian industrial enterprises, as it is one of the tools for the development of the country’s economy. Project management in Russia is a new doctrine in the understanding of Russian society and every year there is a growing interest in the use of project management methods at enterprises. The advantages of this method of enterprise management consist in a clear justification of projects, control of funds and resources, minimizing risks, saving time and, in general, the effectiveness of the organization’s management. The universality of the applied project management as a tool for the development of industrial enterprises is associated with its advantages, connection with strategic management, result orientation. The importance of this approach is great in the strategic planning system, since project management is applicable in the management of state programs, large investment projects, where the key problem in implementation is low efficiency with huge budget investments. The implementation of project management in project offices in the activities of federal and regional state executive authorities has been carried out over the past years on the initiative of the President and the Ministry of Economic Development of the Russian Federation. Project management is increasingly being applied in the engineering and electronics industries, in the energy and oil industries. This management method is applicable in any organization that needs to change the system in order to develop innovative products, modernize production, needs sustainable development and profitability from doing business. The language of modern business is the language of project management, which has become the main method of management. In modern business, they say that if a company does not have project management, then it is a dying company.

INSTITUTIONAL COMPONENT OF THE PROJECT MANAGEMENT OF THE TERRITORIAL COMMUNITIES’ DEVELOPMENT

The article deals with the issues of the institutional support of the project management of devel-opment at the regional and local levels. The study covers the constituent elements of the institutional environment for the management of the territorial communities’ development projects. A content analysis of the issues related to the project management standardization has been conducted. Particular attention is paid to the study of the problem of the cooperation of project offic-es, centers, and other similarinstitutions dealing with the elaboration of the system of the project management of the development of territorial communities at the regional and local levels. Generalizations and proposals have been made regarding the priority of granting powers to such regional project centers/offices in personnel training and providing methodical-consultative facilitation to the communities’ project management. The possibilities of the institutional support for the project management of the development of communitiesin the Ivano-Frankivsk oblast through the interaction and cooperation of the Project-Education Center “Agents of Changes” of Vasyl Stefanyk Carpathian National University with the key public and commercial institutions in the region are substantiated.

ЭТАПЫ СТАНОВЛЕНИЯ ПРОЕКТНО-ОРИЕНТИРОВАННОГО ПОДХОДА В ОРГАНАХ ВЛАСТИ

At present, there are a large number of international and national project management standards around the world, and the corresponding methodology has been prepared in sufficient detail. However, in practice, during the implementation and further development of project activities in the public sector, there were some shortcomings, including the incomplete application of certain provisions of the methodology for one reason or another. In this regard, it became necessary to analyze the development of a project-oriented approach in government structures. A retrospective analysis made it possible to identify the main stages and their characteristics, which can be used in making decisions on the further expansion of the "tool box" of project management. It should be noted that during the period of implementation of national projects, which began in 2018 and continues to the present with an installation for extension until 2030, the most complete set of project management tools is used. These are network planning, personal responsibility, the creation of project offices and project committees, constant monitoring of the progress of projects, including the process of creating capital construction projects, working with risks, forecasting, creating a project team, approving uniform methodological recommendations, centralized coverage of project opportunities and results, creating information system for managing national projects and much more. The list of tools can and should be expanded, which will certainly increase the efficiency of government bodies in general.

КАДРОВЫЙ РЕСУРС РАЗВИТИЯ ИНСТИТУЦИОНАЛЬНЫХ МОДЕЛЕЙ ПРОЕКТНОЙ ДЕЯТЕЛЬНОСТИ В ПУБЛИЧНОМ УПРАВЛЕНИИ

The author describes the institutional model of project management in the Russian Federation, which includes two interconnected sets of institutional mechanisms (strategic design and project management) at the national and regional levels. The empirical methods of the study were a traditional analysis of documents and an expert survey of representatives of regional and departmental project offices of the Krasnodar Territory), experts in project management. Two waves of expert interviews were conducted (2019 and 2021), within the framework of which 40 experts were interviewed. According to the results of the study, a set of resources (personnel, political-administrative, socio-economic, communication-network) for the development of the project management system in the state authorities of the Krasnodar Territory was determined, as well as problems in the formation of personnel resources were identified and described. In modern realities, the personnel resource for the development of the institutional model of project activity is key in the public sector of the Krasnodar Territory. In this regard, a set of competencies is defined that are necessary for the successful implementation of projects in state authorities; here are described technologies of development of project competences of state civil servants (educational, network, psychological, technologies of social elevators) implementing the project activity; practical recommendations for improving project management in the state authorities of the Krasnodar Territory have been developed, based on work with project teams. The set of problems and factors identified and formulated by the author that affect the effectiveness of the implementation of project management in the Krasnodar Territory, as well as reasonable resources and technologies for the development of project competencies of state civil servants, can be used in the design of effective institutional mechanisms for the further development of project activities in the public administration of the Krasnodar Territory.

Geriatric Workforce Enhancement Programs' Participation in the Nursing Home COVID Action Network

In late September, 2020, the Geriatric Workforce Enhancement Program’s (GWEP) Program Officer, at the Health Resources Services Administration (HRSA), alerted the 48 GWEPs about a nationwide initiative focusing specifically on the pandemic’s effect in nursing facilities. The ECHO Institute at the University of New Mexico negotiated a national contract with the Agency for Healthcare Research and Quality (AHRQ) to provide a nationwide educational intervention via the CARES Act Provider Relief Fund. The ECHO Institute recruited over 100 Training Centers as educational coordinators for the Project ECHO Nursing Home National COVID Action Network. Our Project Officer suggested that individual GWEPs participate in this effort and take the lead or provide geriatric educators for these Training Centers. Project ECHO (Extension for Community Healthcare Outcomes) is an innovative telementoring program that creates virtual learning communities, bringing together healthcare providers and subject matter experts using videoconference technology for brief presentations, and case-based learning, fostering an “all learn, all teach” approach. This symposium will describe the journeys that five GWEPs experienced becoming Training Centers, rapidly deploying a nursing home ECHO project, to support nursing home staff on best practices for protecting patients, staff, and visitors from coronavirus infection and spread. GWEPs from The University of Louisville, the University of North Carolina, the University of North Texas, the University of Rochester and The Virginia Geriatric Education Center’s two ECHO Hubs, joined the National COVID Action Network. This presentation will provide an overview of why GWEPs are well positioned to address emergent needs with short notice.

Effect of IPD Implementation and Communication between Contractor and Owner on the Success of a Building Project in Jakarta Barat

The contractual working relationship between the contractor and the assignor in implementing a project is very complex. So that in achieving the success of the project, a project implementation system with integrated delivery and effective communication between organizations is needed. This study aims to analyze project success in terms of integrated project delivery and communication between contractors and task givers. The independent variables used in this study are integrated project delivery (x1) and communication (x2). The dependent variable used is project success (y). The samples in this study were 42 respondents. Data were collected by distributing questionnaires. The collected data were analyzed using structural equation modeling (SEM) with validity, reliability and hypothesis testing. The results showed that the implementation of integrated project delivery and communication had a positive and significant effect on the success of the project between the contractor and the assignor. Meanwhile, influential indicators are: innovative project delivery system (x1.20) and the coordination relationship between the project office and the head office (x2.15). Keywords: Integrated project delivery, Komunikasi, Kontraktor, Owner, Keberhasilan Proyek.

The Influence of Monitoring Practices on Agricultural Projects: A Case of Selected Donor Funded Projects in Kisii County, Kenya

The Performance of projects is considered a source of concern to both public and private sector. In Kenya Counties are useful engine and force of economic growth and recovery through provision of public goods and services. However, poor service delivery due to corruption, lack of accountability, nepotism and gross mismanagement in counties has increased the country’s cost of production there by adversely affecting Kenya’s external competitiveness and leading to loss of jobs and economic opportunities. Studies already done agree that monitoring practices is a determinant to project performance. Currently monitoring practices of projects in Kenya at counties are weak due to poor practices in place. The purpose of this study was to determine the influence of monitoring practices on the performance of donor funded agricultural projects in Kisii County. The objectives of the study were to determine: the influence of auditing on the performance of agricultural projects; the influence of progress review on the performance of agricultural projects; the influence of scheduled follow ups on the performance of agricultural projects; and influence of management by exception on performance of agricultural projects in Kisii County. The study employed theory of change to draw theoretical constructs that enhanced description of monitoring practices. Mixed research methods were adopted in the study which combined quantitative and qualitative techniques. The study adopted descriptive survey design since it enhanced use of quantitative and qualitative methods to investigate one or more variables. The study targeted projects staff and beneficiaries (N=215) working of various agricultural projects in Kisii County since they were deemed to have relevant attributes, such as knowledge on monitoring practices applied to determine progress of ongoing projects. The target population for this study included: Project Donors/Sponsors, Project Managers, Monitoring and Evaluation Officers, Project Officers, Project Coordinators, Finance Officers, Project Communication Officers, Team Assistants, Sub County Agricultural Sector Managers, County Agricultural Sector Managers, Project Consultants and beneficiaries. A sample of 140 projects staffand beneficiaries working in various agricultural projects participated in the study. Data collection was done using questionnaires, whereas SPSS version 24 was used to run descriptive and inferential statistics. Analysis of collected data revealed that donor organizations regularly use audit practice to assess and track progress of projects. In addition, the study established that donor organizations undertake a participatory oriented auditing process, where majority of the donor organizations have the capacity to effectively cope with dynamic auditing. Furthermore, the study established that donor organizations use progress review tools to assess performance of projects, where routine progress assessment augments timely delivery of projects. In addition, donor organizations undertake data verification to enhance monitoring credibility and objectivity in addition to use of key performance indicators to review progress of projects. Results indicated that donor organizations have adequate capacity in form of skills to undertake scheduled follow-ups. Besides, the study established that donor organizations regularly involve stakeholders when undertaking scheduled project assessment, where scheduled follow-ups ensure realization of project sustainability related goals. Evidently, it was clear that donor organization use M&E when undertaking scheduled follow-ups. Notably, the study established that progress review reports have a statistically significant relationship with performance of agricultural projects (p<.05), while auditing, scheduled follow-ups and management by exception are not statistically significant (p>.05). These study results are expected to inform policy and form important entry points in enhancing monitoring practices in Kisii County.

Music in the Australian arts curriculum: social justice and student entitlement to learn in the arts

This paper explores the role of the Senior Project Officer: The Arts for the Australian Curriculum Assessment Reporting Authority (ACARA) in facilitating the writing of the foundation Shape of the Australian Curriculum: The Arts (2011) paper for the national curriculum, with a particular focus on the discipline area of music. The collaboration between the five arts specialists was underpinned by an acknowledgement that each Australian student was entitled to a high-quality arts education involving each of the five arts forms of Dance, Drama, Media Arts, Music and Visual Arts. As it was for the other arts forms, the music curriculum needed to cater simultaneously for music specialists, primary generalist teachers and secondary teachers across a variety of school contexts. This balancing act was further problematised by that fact that each of the States and Territories adhered to particular approaches to music education that were often incompatible. The researchers have used a Collaborative Autoethnography approach (CAE) to explore the Senior Project Officer’s experiences with the arts, particularly music at school, and her later involvement in the arts through her professional career with a focus on the role of the Senior Project Officer: The Arts. Two major themes emerged from the CAE: the impact of schooling experiences and diversity in pedagogical approaches. These themes highlighted the social justice principles of equity and accessibility which underpin the Australian Curriculum: The Arts.

Contextualizing corporate entrepreneurship theory: the historical case of the Spanish engineering consulting firm TYPSA (1966-2000)

ABSTRACT Drawing on the corporate entrepreneurship (CE) theory, this article examines the rise of the Spanish engineering consulting firm Técnica y Proyectos SA (TYPSA), from its foundation, in 1966, as a project office within a larger national-based construction fgroup, until its consolidation as a family multinational in the 2000s. Our research shows how contextual and intra-organizational changes affect the CE drivers identified by entrepreneurship theory, and highlights resilience as a new element reinforcing entrepreneurial orientation over time. The study also enriches the Chandlerian-biased historical debate by focusing on project-based professional services and assessing the role of decentralization and managerial leadership in corporate entrepreneurship.

Project office as a tool for an individual approach to forming the professional path of a healthcare specialist

As part of the implementation of the regional component of the federal project “Providing medical organizations in the healthcare system with qualified personnel”, a project office was created, whose activities are aimed at eliminating the personnel shortage in the region. Since 2021, the University has begun conducting psychodiagnostic studies and questioning interns accepted for targeted training. This individual approach is the basis of the project activities to attract and retain personnel in medical organizations of the Chelyabinsk region.