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...gers and team members think from inside out (from WHY to WHAT). <ref name="HOW" />]] ...e in the first place. <ref name="HOW">Geraldi, Joana et al., '''How to DO Projects Vision''', Version 0.5. BETA VERSION, 2016. p. 4.</ref>

...anager.''" <ref name="PMBOK">Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: ...ohesiveness. The result will be a team that continuously challenges itself to increase its performance.

...he project managers and sponsors with a framework on how to make decisions to satisfy both stakeholder needs as well as organizational strategic objectiv <ref name="PMI_project"> Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa:

...an lead to unintended results. Using a sound decision process is essential to achieving sound results. ... G., Tommelein, I.D., and Arroyo, P. (2013) ''Using Choosing by Advantages to select ceiling tile from a global sustainable perspective''. Available at:

...e (PMI) revealed that on average, 1 out of 5 projects are unsuccessful due to ineffective communication. <ref name="Pulse">Project Management Institute® ...gement Strategy.<ref name="pmbok">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Fifth Edition,

...o the Catchball process, which is a necessary communication process aiming to obtain successful implementation of the Hoshin Kanri throughout all of the ....Also many writers refer to it differently, this leaves space for the term to be interpreted and used improperly <ref name="d"> ''Policy deployment: an

...budget.<ref name = "besefi">Project Management Institute (2013). ''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''. Newtown Square, ... to study cases, projects and portfolios of relevant scale, scope and area to currently investigated project. Similarly it is with payment milestones, wh

...d efficiently and in most cost effective way<ref name="ssrg" />. According to PMI Body of Knowledge (2013) Project Time Management is a crucial part of a ...n Schedule Management Process, may involve “''choosing strategic options to estimate and schedule the project such as: scheduling methodology, scheduli

...get implemented in the design process in construction projects to make the projects more efficient. The spacecraft industry says the method is increasing the f ...e engineering companies have made their own guides that employees can use. Projects in Norway and Unites States of America are successfully using the method. <

...hnique so as to be perceivable, while it analyzes how this method responds to the modern business practices as well as which is the evolution of this met ...hat must be completed by a specific time, within a 
budget and according to specification." <ref name=kostas21> Robert K. Wysocki, 2009, Effective Proj

...ion, 2013, p. 126)<ref name="one">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK&reg; Guide)”- Fifth Editi ...the capabilities and restrains of this method but also to provide guidance to ''project managers'' concerning the techniques that can be used for the eff

...s both corrective and preventative actions to minimise deviation and risks to scheduled plans. .... The Yamazumi Chart (YC) is an analytical tool and technique that is used to visualise this time management strategy.

...s. No matter how succesful the government finds the project, it can all go to waste if the users are not satisfied. A tool for analysing these needs is t ... side containing which products and services the organization will provide to the user.

...he forecasted information(indicators) after being processed is beneficial to the organization specially when it is compared with the reality of the proj ...struction companies and civil engineering projects and will illustrate how to build Models an abstraction of reality that are useful for make good decisi

... revolving stakeholders is crucial and should be considered with attention to specific factors.<ref name="Hayes">Hayes J. ''The Theory And Practice Of Ch In this article stakeholders in relation to power and politics of different kind will be examined and the classic stak

...the big idea of project governance is introduced including an introduction to project stakeholders. Secondly, the framework of project governance is pres ...ntly manage projects, maximize the value of project outcomes and align the projects with business strategy. It presents a framework in which the project manage

...ject human resource management and is used within project teams. According to the ''Project Management Institute''[https://www.pmi.org/] managing a proje ...ormance."'' <ref name=book> ''Project management institute (2013). A guide to the Project Management Body of Knowledge (PMBOK® Guide), fifth edition. ch

... agreement about differing needs or ideas''<ref> Acuff, F.L. (2008). ''How to negotiate anything with anyone anywhere around the world''. New York: AMACO ...ce of bidder conferences, in which potential sellers are gathered in order to understand the main proposal and future contract requirements. The outcome

... for Project Managers to know system dynamics and human behaviors in order to adapt appropriate actions towards human resources and customers. ...on. This paragraph compares various techiniques of scheduling with regards to their effectiveness in human resources management.

...ddressing several brief examples of cases, creates feedback and experience to the future stakeholder managers. ...lest. Therefore, a theory of a cross cultural project management is needed to be developed.