Projektinės veiklos planavimas ir valdymas kultūros organizacijose

LTStraipsnyje analizuojama projektinės veiklos, kaip organizacijos strateginio elemento, visumos ypatumai, santykis su organizacijos struktūra, resursais, darbuotojų pasirengimu rengti ir įgyvendinti projektus. Atkreipiamas dėmesys į projektinei veiklai reikalingų pokyčių visumą. Aptariamos sąsajos tarp projektinės veiklos strategijos pagrįstumo ir ilgalaikių rezultatų kokybės. Analizuojami skirtingų projektų tipų ypatumai, tikslų, kurių siekia organizacija naudodama projektinio darbo metodus, poveikis projektų valdymui, finansavimui, santykiui su organizacijos struktūra ir resursais.

ENArticle analyses the peculiarities of project based activity; the strategic element of its organization, its relation to the structure of organization, resources and the prparation of employees for the organization and realization of projects. Attention is drawn to the complexity of the changes that are necessary for project based activity. The author maintains that during the previous decade, cultural organizations made themselves masters of the management of individual "enclosed" projects and did not give enough attention to the development of a strategy for project based activity. For this reason, the entirety of projects carried out by organizations failed to match their foreseen strategie aims and did not create the désirable surplus value, neither in the quality of the organization's activity, nor in the appeasement of the demands of the projects target groups. Attention is drawn to the aspects of the organization of projects that are important to the heads of the companies and leaders of the projects and teams. Mistakes within the strategic planning of the activity are discussed, as are the differences in management between a single project and "a program of projects". The author points out that there is no single recipe for how to "rightly" implement a project, because in both their nature and their purpose they can be différent. The management of a project, its sponsorship and its relation to both the structure and the resources of an organization dépend on what kind of aims détermine an organization's use of the methods of project work. Comprehending the reasons why in some projects there are more problems and in the others there are less makes it easier to overcome the difficulties and to make use of advantages.The article analyses projects of different types, utilizing the classification of projects proposed by W. Briner according to which projects are divided into three groups: concrete, open and incidental projects, - following these enteriors, the result, structure of a project, Ievel of its formality and its requirement of know how is pursued. After discussing project based activity in its entirity and the peculiarities of the projects of different types, the article analyses further the separate segments of an organization and their interplay with projects. Emphasis is placed on the contention that organizations wanting to create beneficial conditions for project based activity must first transform themselves from traditional classic structures into organic ones that are team based. Furthermore, they have to aim for the elimination of barriers between the different subdivisions of their organization and create a working environment that is grounded on team work and based on reciprocity and collaboration. Alongside the organizational structure, the series of factors that determine the success of project based activity is analyzed, with the latter divided into visible and invisible factors. Commission, resources and in part information are classed together as the most important visible factors. The culture of organization and the nonvisible nature of the project's team are classed as invisible factors. Attention is drawn to the fact that to ensure success a harmonious whole of the necessary elements is needed, rather than just one single element. The most common mistakes (in the planning of time and the distribution of resources, in the spread of information, control etc.) are analyzed.Special attention is drawn to the influence of the culture of an organization over the perspectives of the development of any project based activity. It is pointed out that the cultural attitudes of the organizations that deal with cultural activity are strongly related to the values of an artistic culture. Therefore, the aim to change an organizational structure might be associated with an attempt to influence or change the value system and cultural attitudes of an organization or a single employée. Without distinguishing these two aspects (the aspects of value and the aspect of management), spécifie strategie changes within cultural organizations are practically impossible. The role and the opportunities afforded to both the head of the organization and the leaders of the projects during the création of the culture of an organization that is favorable towards projects, is discussed. Summarizing the topics analyzed in this publication, the author makes the conclusion that in order to incorporate project based activity into the strategie whole of an organization, the entirety of its means is necessary. The latter involves changes in the structure of an organization, in its processes of management, its distribution of resources and in the organizational culture and training of politics. Any élimination of those structural elements will directly impact upon the possibilities and results of project based activity.