The impact of organizational support on project efficiency: evidence from Kazakhstan

This research aims to propose and validate research of a New Framework for integration of the concept of sustainability in projects by investigating the relationship between project and sustainability for project success. Integrating sustainability in projects is crucial metric for project success. However, the dearth in literature and the slow pace in emerging literature has left many issues unanswered regarding integration of sustainability in projects and the commitment of project teams to sustainability pillars. Therefore, this article explores the current state of sustainability, its potential weaknesses and therein proposes corrective action for the legitimatization of a New Framework on ‘project sustainability’ in an authentic environment. The methodological approach adopted in this research is a pragmatic examination of secondary data collected by the project team during a one-year period that demonstrates the effects of neglecting proactive management of the three pillars of sustainability resulting in poor project performance in terms of resources and stakeholder resistance, as well as the lessons learned therein. The findings reveals a low degree of commitment by project teams towards sustainability particularly with regard to social and environment pillars, even though the economic pillar has been given much attention, there is still much to be done. Hence, the importance of the proposed New Framework for project success. This research concludes and recommends the need to integrate sustainability adequately throughout a project life-cycle for the attainment of organizational strategy and satisfying stakeholders’ expectations. However, this can take place with a knowledgeable project management team on sustainability.

The purpose of this study is to explore and identify the challenges and Critical Success Factors (CSFs) of Knowledge Integration (KI) in terms of capturing, sharing and transferring knowledge within construction projects based on the Traditional Procurement System (TPS). On the basis of available studies on KI and TPS within the industry investigated, multiple case studies were developed to reach the aforementioned objective, involving two case studies to reflect the building sector within construction industry. Furthermore, an Interpretive Structural Modelling (ISM) approach was used to summarize and identify the relationships between the identified challenges. ‘Culture of Organization, ‘Contractual Boundaries’ and ‘Knowledge Management System’ (policies and strategies of organization) are identified as the main challenges. Having an ‘open environment’ and ‘clear liability of project members for sharing knowledge at different phases of project’ are two of identified CSFs, which will assist project managers to enhance the KI process within construction projects undertaken through the TPS.

At the present stage of economic development Ukrainian public sector is faced with multiple new and complex challenges. In order to implement strategic reforms in the public financial management, the public authorities were given the opportunity to use external sources of finance for the implementation of relevant innovative projects and programs. Accordingly, Ukraine assumes certain international obligations towards the organizational and institutional aspects, as well as transparent and effective targeted use of financial resources. This study examined the main issues of projects and programs at each stage of the project cycle management. The main purpose of this paper is to find the best basic areas for further cooperation between Ukraine and the EU on the implementation of project management in the context of the need to modernize the budget management system.
Methodological and theoretical basis of the research consists of the works of foreign and Ukrainian scholars that allowed realizing conceptual integrity of the study. Methods of generalization and comparison allowed to assess the existing projects of modernization of public financial management financed by international organizations. The authors defined the possible forms of financing of government innovative projects and programs in Ukraine. For this purpose, methods of analysis and synthesis were used.
As a result, it is recommended to follow the directions of further cooperation between Ukraine and the EU on the development of project management along with performance-based budgeting.