| Abstract [eng] |
This Master's thesis explores the impact of project management on organizational governance. It investigates how the application of three key project management methodologies—Waterfall, Agile, and Agile–Stage-Gate—affects internal processes, team collaboration, adaptability, and decision-making in different management contexts. The study applies both quantitative (survey) and qualitative (interviews) research methods. The empirical part includes data from 151 participants across various departments and roles. Results indicate that advanced project management techniques significantly improve organizational performance. Specifically, 88.1% of respondents cited poor communication as a leading cause of project failure, while 66.2% highlighted managerial competencies as a crucial success factor. The findings also suggest that aligning project management methodologies with an organization’s management model enhances strategic control, adaptability, and innovation. The thesis emphasizes the applicability of project management methods depending on the management environment: Waterfall is effective in stable, structured settings; Agile suits dynamic and innovative organizations; and Agile–Stage-Gate serves hybrid environments that require both flexibility and control. The research also highlights the importance of human factors—such as leadership, trust, communication, and continuous learning—and recommends introducing mentoring programs, developing soft leadership skills, and implementing digital project management platforms. The conclusion states that project management should be viewed not just as a technical discipline but as a strategic management tool capable of transforming organizational structure, strengthening governance culture, and enhancing competitiveness. |
