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Industrija 4.0 je termin, s katerim se danes vedno pogosteje srečujemo. Zaradi velikega napredovanja tehnologije ter znanja prihaja ta izraz vedno bolj v ospredje. Pojem industrija 4.0 predstavlja vedno večjo integracijo robotike ter pametnih orodij v vsakdanjo industrijo. Namen tega je, da bi se čim več opravil in področij avtomatiziralo ali podprlo s pametnimi orodji, programi ipd. S takšnimi ukrepi lahko podjetja občutno zmanjšajo svoje stroške. Hkrati se povečata tudi sama produktivnost ter kakovost končnih izdelkov. Vsak dogodek v podjetju ali osebnem življenju lahko dojemamo kot projekt. Vsi ti dogodki imajo časovno omejitev in za uspešen zaključek potrebujejo planiranje ter organiziranje in vodenje. Zaradi tega je projektni menedžment pridobil velik pomen v podjetjih. Večina projektov je samih po sebi bolj zapletenih, zaradi tega je za učinkovito izvedbo treba uporabiti pristope projektnega menedžmenta. Ti pristopi/trendi se s časom in tehnologijo tudi spreminjajo. Skozi zgodovino vodenja projektov so se trendi nenehno spreminjali s pomočjo vplivov, kot so tehnologija, medčloveški odnosi in modeli vodenja. Tudi industrija 4.0 bo s svojimi naprednimi tehnologijami in pristopi pustila pečat na vodenju projektov in izoblikovala nove trende. Skozi diplomski projekt smo skušali ugotoviti, kako industrija 4.0 s svojimi naprednimi pristopi vpliva na sam projektni menedžment in ali novosti, ki jih prinaša, vplivajo na trende projektnega menedžmenta pozitivno ali negativno. Industry 4.0 is a concept we are increasingly seeing nowadays. With the advancement of technology as well as knowledge, this term is increasingly coming to the fore. The notion of industry 4.0 represents an increasing integration of robotics as well as smart tools into the everyday industry. The purpose is to automate or support as many tasks and areas as possible with smart tools, programs, etc. With such measures, companies can drastically reduce their costs. At the same time, productivity itself increases as well as the quality of finished products. Every event in a company or personal life can be perceived as a project. All of these events have a time limit and require successful planning, organization and management to complete successfully. Because of this, project management has gained a lot of importance in companies. Most projects are inherently more complicated in nature, which is why project management approaches are required for effective implementation. These approaches / trends are changing with time and technology. Throughout the history of project management, trends have been constantly changing through influences such as technology, interpersonal relationships and management models. Also, with its advanced technologies and approaches, Industry 4.0 will leave a mark on project management and shape new trends. Through the graduate project, we will try to determine how Industry 4.0, with its advanced approaches, affects project management itself. Do the innovations it brings affect the very trends of project management positively or negatively.

Pametni sistemi souporabe koles so se razvili hkrati s pametnimi mesti. Izposoja koles je obstajala že prej, a so takrat poslovali na drugačen način. Prejšnje generacije souporabe koles niso razumele kot pametni sistem, saj se to ime pojavlja od približno leta 2010. V Sloveniji so ta način kot prevozno sredstvo začeli uporabljati najprej v Ljubljani leta 2011. Počasi se ta način širi po ostalih predelih Slovenije, tako da smo se odločili, da bomo v diplomskem projektu raziskali možnosti implementacije podobnega sistema v mesto Maribor. V projektu smo raziskali trg, obstoječe modele in predlagali model, ki bi se v Mariboru najbolje obnesel glede na število prebivalcev in obiskovalcev mesta ter nekaj drugih specifičnosti Maribora. Ugotovili smo, da se v mestih, kjer je ta model že vpeljan, vedno več ljudi odloča za souporabo koles. Kot primer lahko navedemo Ljubljano, kjer so v letu 2017 razširili svojo mrežo postajališč in postavili kar 12 novih. Ugotovili smo še, da bi s primerno marketinško kampanjo in strateško postavljenimi postajališči lahko kaj hitro razširili krog uporabnikov in dvignili popularnost tega načina prevoza iz točke A do točke B tudi v Mariboru. Na podlagi raziskav in ugotovitev lahko upravičeno sklepamo, da bi bila implementacija pametnega sistema souporabe – sistem smo delovno poimenovali kot MarBike – ekonomsko upravičena. Smart bike sharing systems were developed together with smart cities. Bike sharing or bike renting existed before, but it was a different business model. There are older generations of bike sharing that are not considered as smart bike sharing system since this name only exists since cca. 2010. In Slovenia bike sharing system was first seen in Ljubljana, in year 2011. Smart bike sharing systems are slowly spreading and we have decided to integrate a similar system in the city of Maribor. In this project we have researched the market, existing models and recommended a model that would fit best in city of Maribor considering the population and visitors. We discovered that in the cities where smart bike sharing systems already exist, more and more people are deciding to use bike sharing. For example we can expose the city of Ljubljana in which they expanded their network of smart bike sharing systems by 12. We also discovered that with the right marketing campaign and strategically placed bike stations we can expand customer base and increase interest in using smart bike sharing systems as transportation from point A to B in Maribor. Based on research and findings we can conclude that implementation of smart bike sharing system – we named it MarBike – would be economically justified.

Pri diplomski nalogi z naslovom Analiza procesov snovanja in vodenja projektov na primeru podjetja Ledinek Engineering d. o. o. sem se najprej osredotočila na to, kako snujemo in vodimo projekte (teorija), nato pa sem na podlagi informacij iz podjetja Ledinek Engineering d. o. o. pisala o samem podjetju, kako podjetje vodi projekte in osredotočila sem se na večji projekt, ki se je odvijal v podjetju pred kratkim. Ker teorijo izvajanja projektov poznam, sem želela izvedeti, ali v podjetju izvajajo projekte na enak način, kako funkcionira projektna pisarna in kakšnih projektov se lotevajo ter kako pripravljajo terminski plan in poročila. Namen naloge je spoznati procese snovanja vodenja projektov in delovanje projektnega tima v podjetju Ledinek Engineering d. o. o. in ugotoviti, kako se lotijo projektov, ali jih uspejo izvesti v zastavljenem času (ustrezno pripravljen terminski plan), kako se soočajo z nepredvidljivimi stroški in ali so res tako uspešni zaradi uspešno izvedenih projektov ter posledično prihodka ali so za tem kakšni drugi razlogi. Cilj diplomske naloge je bil ugotoviti in spoznati, kako se izvajajo projekti v podjetju in napisati sklep, kjer bodo predstavljena vsa moja spoznanja. V sklepu sem potrdila ali ovrgla zastavljene hipoteze in opredelila svoje mnenje. For the diploma thesis, entitled Analysis of project design and management processes on the example of Ledinek Engineering d.o.o., I first focused on how we design and manage projects (theory), and then on the basis of information from Ledinek Engineering Ltd. I wrote about the company itself, how the company runs projects, and I concentrated on one major project that took place in the company recently. Since I know the theory of a project implementation, I wanted to find out whether the company implements projects in the same way that the project office works and what projects are working, and how the company prepares the timetable and reports. The purpose of the project is to get acquainted with the processes of the project management design and the operation of the project team at Ledinek Engineering Ltd. It also wants to find out how to tackle projects, whether the company manages to implement it in the set time (a properly prepared schedule), how they are facing unpredictable costs, and whether they are really successful because of successfully implemented projects and consequently income, or if there are some other reasons. The goal of the thesis was to find out how to implement projects in the company and to write a conclusion where all my knowledge will come to the plan. In the decision, I confirmed or disproved my hypotheses and defined my opinion of why I think so.

Potreba podjetij po interakciji z okoljem z namenom prilagajanja spremembam v okolju se je skozi čas drastično spreminjala. V današnjem času je zelo pomembna dinamičnost in hitra odzivnost podjetij na spremembe v okolju, kar podjetju omogoča rast, razvoj in doseganje želenega konkurenčnega položaja.V skladu s tem je skozi čas začela v ospredje stopati pomembnost funkcije projektnega managementa in projektnega managerja kot osebe. Vse to pa podjetje dosega s pomočjo planiranja, organiziranja, vodenja, kontroliranja in izvajanja projektov, za kar je odgovoren projektni management znotraj obstoječega podjetja. Da pa lahko projektni management dosega učinkovitost in stalno kakovost projektov, pa je predvsem odvisno od osebe, ki je za to odgovorna, to je projektni manager. Na začetku diplomskega projekta smo se osredotočili na opredelitev projektnega managementa kot področja znotraj organizacije, ki je že od nekdaj eden izmed najpomembnejših funkcij upravljalno-vodstvene hierarhije v organizacijah. V sklopu tega smo opisali opredelitve projekta kot ciljno usmerjenega procesa in različne vrste projektov. Predstavili in opredelili smo tudi vlogo in pomen projektnega managementa v podjetjih. V drugem delu diplomskega projekta smo predstavili opredelitev projektnega managerja in njegovo vlogo ter pomen v organizaciji. Nadaljevali smo z opredelitvijo kompetenc kot skupek znanja, veščin in sposobnosti posameznika ter predstavili različne metode pridobivanja in vrednotenja le-teh. Na podlagi tega smo prešli na opis in opredeljevanje potrebnih kompetenc sodobnega projektnega managerja. Te kompetence smo podkrepili s prikazom zahtevanih znanj sodobnega managerja z namenom razvoja opisanih kompetenc. Celotno področje smo zaključili z opisom odražanja kompetenc in znanj projektnega managerja pri njegovem delu. S pomočjo različnih vrst kompetenc, katera so potrebna za sodobnega projektnega managerja, le ta razvije vso potrebno širino znanj, veščin in sposobnosti, katere lahko smiselno in učinkovito uporablja pri svojem delu. Kot rezultat tega smo opredelili tri večje skupine kompetenc, ki pokrivajo tako praktične lastnosti, kot osebne lastnosti projektnega managerja. S pomočjo virov, pridobljenih večina iz tuje literature smo potrdili dane hipoteze in kot rezultat opredelili kompetence, potrebne za sodobnega projektnega managerja. The need for companies to interact with the environment in order to adapt to changes in the environment has changed drastically over time. Nowadays, dynamism and rapid responsiveness of companies to changes in the environment are very important, as these enable a company to grow, develop and achieve the desired competitive position. Accordingly, the importance of the project management function and of the project manager as a person have come to the foreground and have become increasingly important over time. The company achieves this by planning, organizing, managing, controlling and implementing projects, for which the project management within the existing company is responsible. In order for the project management to achieve the efficiency and constant quality of the projects, however, it has to depend on the person responsible for this, i.e. the project manager. The beginning of the thesis focuses on the definition of project management as an area within the organization, which has always been one of the most important functions of the managerial-executive hierarchy in organizations. Within this, the definitions of a project as a targeted process were described as well as various types of projects. The role and the importance of project management in companies were presented and described. In the second part of the thesis the definition of the project leader is presented, i.e. the project manager and his role and importance in the organization. The definition of competencies as a pool of knowledge, skills and abilities of the individual followed, and various methods of obtaining and evaluating them were presented. On this basis, the description and definition of the necessary competencies of the modern project manager were given. These competencies were supported by the demonstration of the required knowledge and skills of the modern manager in order to develop the described competencies. The entire field was covered by giving a description of the way the competencies, skills and abilities of the project manager reflect in his work. With the help of different types of competencies, which are needed for a modern project manager, it develops the necessary amount of knowledge, skills and abilities that it can use reasonably and efficiently in its work. As a result, three major groups of competences have been identified, covering both the practical characteristics and the personal characteristics of the project manager. By using the sources obtained from the majority of foreign literature, we confirmed the given hypotheses and as a result determined the competencies needed for the modern project manager.

Igra golf je stara že več kot pol tisočletja. Do konca 2. svetovne vojne je veljala za igro premožnejših, nato pa je postajala dostopnejša širši javnosti. Tako je golf v Severni Ameriki in zahodnih državah Evrope že zelo razvita industrija. V nekdanjih socialističnih državah, med katere spada tudi Slovenija, pa se je začel uveljavljati komaj v devetdesetih letih prejšnjega stoletja. Vendar te države po kulturi, rezultatih, številu igralcev in infrastrukturi še vedno zelo zaostajajo za razvitejšimi državami. V diplomski nalogi smo se zato odločili napisati študijo izvedljivosti izgradnje igrišča za golf v Mariboru, drugem največjem mestu v Sloveniji. V nalogi smo predstavili koncept igrišča, raziskali trg in preverili, ali je izgradnja igrišča ekonomsko upravičena. Ugotovili smo, da se kljub povečevanju števila igralcev v Evropi, število igralcev v Sloveniji zmanjšuje. Eden izmed razlogov je tudi pomanjkanje infrastrukture in posledično tudi pomanjkanje aktivnosti, ki bi privabljale na igrišča nove igralce in bile namenjene mladini. Tako bi igrišče v Mariboru, ki namreč v svoji neposredni bližini nima konkurenčnega igrišča, predstavljalo pravi korak k rešitvi tega problema. Prav tako bi bila izgradnja pod preučenimi pogoji s pravilnimi pristopi dela z igralci in pravo turistično ponudbo ekonomsko upravičena. The game of golf is more than half a millennium old and was a game for the rich until the end of World War 2. But after that, the game became more and more open to the public. Today, the golf industry in North America and countries in western Europe is very developed. In ex-socialist countries, including Slovenia, golf has started developing in the 1990s, they are however still not achieving the same level of development in golf culture, the number of players, results and infrastructure. In this thesis, we wrote a feasibility study for golf course project in the city of Maribor, Slovenia’s second biggest city. We made a concept of a course, conducted market research and analysed whether the project is economically feasible. The results have shown that even though the number of golf players in Europe is growing, the number of players in Slovenia is decreasing. One of the reasons is a lack of proper infrastructure, which also leads to a lack of proper activities in gaining new players and working with youth. A golf course in Maribor, a city with no other golf courses close by, could be a solution for these problems. Under studied terms, with the right approach and the right touristic offer, our project is economically feasible.

Projekt. Besedi projekt se v današnjem času težko izognemo. Lahko bi rekli, da postajamo projektna družba, ki se ukvarja s projekti, tako vsakdanjimi kot tistimi, ki trajajo več let. Verjetno ni podjetja, ki se ne bi v zadnjih letih ukvarjalo z opredeljevanjem pojma projekt, razmejitvijo med projekti in ostalimi procesi ter opredeljevanjem načinov doseganja uspešnosti projektov. S projekti se v večini ukvarja stroka projektnega managementa, ki postaja v Sloveniji iz leta v leto bolj uveljavljena in razvita. V magistrskem delu smo sodelovali s podjetjem masivnega pohištva Murales d. d., ki ima sedež v mestu Ljutomer. Začetki podjetja segajo v leto 1920 in od takrat lahko to podjetje uvrščamo med t. i. multiprojektna podjetja. Podjetje izvaja interne in eksterne projekte, prvenstveno pa se trudi prodajati pod lastno blagovno znamko. Skozi magistrsko delo smo vzpostavili celovit koncept zasnove in vodenja projektov v podjetju Murales d. d. z namenom, da bi podjetje po urejenem sistemu uspešneje sledilo svojemu zadanemu cilju in večji del proizvodnje prodajalo pod lastno blagovno znamko. Večinski del proizvodnje je trenutno namenjen eksternim projektom, kar pa ni več v sladu s strategijo podjetja. Z opredelitvijo in vzpostavijo enotnega koncepta zasnove in vodenja projektov v podjetju želimo doseči ob nadaljnjem uspešnem obvladovanju eksternih projektov tudi uspešno obvladovanje internih projektov. Koncept je zasnovan kot sistem, ki natančno določa, kako ideje pretvoriti v dejanske izdelke. V teoretičnem delu smo obravnavali pojme v zvezi z managementom, predvsem s projektnim managementom. Tako smo obravnavali sam projekt in multiprojektno poslovanje, opredelili smo vrste projektov, faze projektov v njihovem življenjskem ciklusu in multiprojektno okolje ter predstavili projektni portfelj. Dodatno smo obravnavali zagonski elaborat projekta kot dokument, ki se ga izdela v sklopu priprave projekta. V zadnjem delu teoretičnega dela naloge smo predstavili projektne sisteme in projektne organizacije. V aplikativnem delu magistrskega dela smo najprej preučili trenutno stanje na področju snovanja in vodenja projektov v podjetju Murales d. d., nato pa smo pripravili prenovljen koncept zasnove in vodenja projektov za to podjetje. V sklopu zasnove projekta podrobneje predstavljamo zgradbo zagonskega elaborata, obravnavo vhodne strategije projekta, nato pa po korakih analiziramo planiranje in organiziranje projekta. V sklopu vodenja projekta smo se poglobili v projektne ekipe, v izvedbo projekta, kontroliranje projekta in v zaključevanje projekta ter s tem povezano eksploatacijo. Project. Nowadays it is difficult to avoid using the word project. We could say that we are becoming a project society that deals with projects everyday as well as those in the distant future. There is probably no company in those recent years that is not interested into researching what a project is and everything that defines a project and what is needed for a successful project. Projects are mostly associated with the field of project management, which is becoming more and more established in Slovenia by every year. In the master's thesis, we cooperated with Murales d.d., which produces massive furniture and resides in the city Ljutomer. The company's beginnings date back to 1920 and since then Murales d.d. is a multi-project company. The company engages in internal and external projects to survive on the market but their main goal is to sell under their own brand name. Throughout the master's thesis we established the entire concept of planning and project management in company Murales d.d., in order to fulfil the main goal of the company which is to sell under their own brand name. The majority of the production is dedicated to external projects, which are no longer in line with the goals of the company. The establishment of the entire concept of planning and project management in the company enables, in addition to the successful management of external projects, also successful management of internal projects, since the concept is defined as a system that accurately determines the company’s ideas into an end product. In the theoretical part of the master's thesis we researched management and project management. We also discussed the project and multi-project business. In the scope of this research we defined the types of projects, phases of projects in their life cycles and presented the project portfolio. In the preparation of the project we firstly made a start-up report. In our last discussed topic we presented project systems and projects organizations. The applicatory part of the master's thesis is divided into the establishment of the project and the management of the project. Firstly we examined the current state of the company, then we presented the structure of the start-up report in more detail. After that we started to deal with the input strategy and analysed the planning and organization of the project in the last two themes. As part of the management of the project we went into details with project teams, project performance, project controlling and the completion of the project and with that related exploitation. In the applicatory part of the master’s thesis, we first examined the current situation in the field of project design and management at Murales d.d., and after the examination we prepared a renewed concept of project design and management for the company. As part of the project design, we represent the construction of the start-up report, the discussion of the project’s initial strategy, and then by steps we analyse the planning and organization of the project. In the part of managing a project we deepened into the project teams, project implementation, project control, project completion and with that related exploitation.

Podjetja in drugi gospodarski subjekti izvajajo svojo dejavnost v poslovnem okolju, ki se neprestano spreminja, zato ni presenetljivo, da številna zaradi neizvedenega ali pa neustrezno izvedenega prilagajanja slej ko prej zaidejo v poslovno krizo. V obstoječih modelih spopadanja s krizo v podjetjih se pogosto dogaja, da ključni deležniki pri razreševanju podjetja v poslovni krizi delujejo parcialno, premalo usklajeno in nepovezano, zaradi česar med njimi tudi ni pravega in potrebnega zaupanja. Ključni deležniki parcialno oblikujejo in izvajajo projekte, prvenstveno namenjene razrešitvi njihovih lastnih problemov in tveganj, ki so nastali vsled težav podjetja, kar otežuje učinkovitost in uspešnost izvedbe celovitega prestrukturiranja in prenove podjetja. Da bi zmogli preseči navedene omejitve obstoječih modelov spopadanja s krizami v podjetjih, smo oblikovali model kriznega agilnega projektnega managementa. Model temelji na doktrinah kriznega in kriznega projektnega managementa, ki jih nadgrajujemo z načeli in metodologijami agilnega projektnega managementa. Slednji se je namreč že dokazal kot uspešna in učinkovita koncepcija delovanja v zelo burnem, dinamičnem in ne povsem opredeljenem poslovnem okolju, kar so hkrati značilnosti poslovnega okolja podjetij v poslovni krizi. Companies and other economic entities operate in a continuously changing business environment. It is therefore not surprising that – sooner or later – many of them cope with a business crisis as a consequence of absent or poorly implemented adaptation. The models of crisis coping companies implement in practice often reveal partial, uncoordinated and unrelated actions of stakeholders, leading to lack of genuine and much needed trust among them. The key stakeholders create and implement partial projects, primarily intended to resolve their own problems and risks resulting from company's problems. This decreases the efficiency and the success of restructuring the company as a whole. An agile crisis project management model baseline was created in order to overcome the mentioned limitations of the existing models of crisis coping in companies. This model is based on the crisis management and crisis project management doctrine, supplemented with agile project management principles and methodologies. Namely, the latter has proved to be a successful and efficient approach in a rather turbulent, dynamic and not clearly defined business environment. These are also the characteristics of a business environment of companies in business crisis.

Hitro rastoča mala in srednje velika podjetja igrajo pomembno vlogo v gospodarstvu, kar zadeva zaposlovanje in njihov prispevek k nacionalnemu bogastvu. Mala in srednje velika podjetja so tako tudi gonilna sila prihodnje rasti v gospodarstvu, pri čemer imajo pomembno vlogo projekti in projektni management. Različne študije so pokazale, da je projektni management ključnega pomena za uspešno izvedbo projektov, katerih uspešnost vpliva na rast podjetij. Večina teh študij je bila izvedena na primeru velikih podjetij, učinek teh veščin pa v sektorju malih in srednje velikih podjetjih ni dobro znan. Namen te magistrske naloge je zato opredeliti vlogo projektnega managementa pri uspešnosti projektov ter ugotoviti vpliv projektnega managementa in uspešnosti projektov na rast hitro rastočih malih in srednje velikih podjetij. Na podlagi tujih strokovnih študij je bil oblikovan vprašalnik, ki proučuje projekte, projektni management in stopnjo rasti v teh podjetjih v Sloveniji. V raziskavi je sodelovalo 176 podjetij. Rezultati kažejo, da ima projektna organiziranost značilen vpliv na uspešnost projektov, uspešno zaključeni projekti pa vplivajo na rast hitro rastočih malih in srednje velikih podjetij. Na podlagi omejitve glede velikosti podjetij se kaže potencial za nadaljevanje obravnavane študije v ugotavljanju razlik in podobnosti med MSP in velikimi podjetji na področju projektnega managementa v Sloveniji in tudi širše v svetu. Prav tako bi bilo smiselno proučevati razlike v rasti med malimi in srednje velikimi podjetji ter velikimi podjetji, saj številni raziskovalci ugotavljajo, da velika podjetja rastejo počasneje, zato se tudi dejavniki rasti med temi podjetji najverjetneje razlikujejo. Fast-growing small and medium-sized enterprises (SMEs) play an important role in the economy in terms of employment and their contribution to national wealth. SMEs are the driving force behind future growth in the economy, with projects and project management playing an important role. Various studies have shown that project management is crucial for successful implementation of projects whose success affects corporate growth. Most of these studies were conducted in large companies, and the effect of these skills is not well known in the SME sector. The purpose of this master's thesis is therefore to define the role of project management in the success of projects and to determine the impact of project management and the success of projects on the growth of fast-growing SMEs. Based on foreign professional studies, a questionnaire was designed to study projects, project management and growth rates in these companies in Slovenia. The survey involved 176 companies. The results show that project organisation has a significant impact on the project’s success, which has an impact on the growth of fast-growing SMEs. On the basis of the size limit of enterprises, the potential for continuing the present study is to show differences and similarities between SMEs and large companies in the field of project management in Slovenia and globally. It would also be sensible to study growth gaps between SMEs and large companies, as many researchers find that large companies grow more slowly, and therefore the growth factors are likely to differ among these companies.

Background and purpose: Participation of future entrepreneurs in Academic Incubators of Entrepreneurship (AIE) in Poland is one of the innovative paths to shape their managerial competences. The aim of the paper is to analyse and evaluate the activities of the AIEs as an environment inside of which managerial competencies are formed, and formulate recommendations concerning the improvement of AIEs, in terms of the development of managerial skills of future entrepreneurs. Design/methodology/approach: The author relied on research - study surveys and empirical, qualitative, exploratory research, which were supported by figures. The author focused on four important issues: - Motives of researchers and students interested in the support of AIE - The quality of support offered by the incubator to its participants as well as the frequency of use of this support by future entrepreneurs - The possibility of extending the support system for AIE participants - Traits / managerial and entrepreneurial competences desired in people running their own businesses. Results: AIE participants are focused primarily on implementing their business ventures and to a much lesser extent, care about the simultaneous development of their managerial competencies to manage these projects. It is manifested, among other by differentiated assessment of the suitability of certain forms of support from the incubator and the low intensity of use of this support. Despite this, AIE participants perceive the development of desirable traits and strengthening of specific entrepreneurial, management competencies. It is not a very dynamic growth, although it translates into their motivation to start a business after leaving the incubator. Conclusion: It is recommended to place greater emphasis on mobilizing the future entrepreneurs to make use of forms of support for the development of their managerial competences. It is necessary for complex preparation of future entrepreneurs to independently conduct business after leaving the incubator Ozadje in namen: Sodelovanje bodočih podjetnikov v akademskih podjetniških inkubatorjih (AIE) na Poljskem je eden od inovativnih načinov z razvoj njihovih managerskih kompetenc. Cilj članka je analizirati in oceniti aktivnosti AIE kot okolja znotraj katerega se oblikujejo omenjene kompetence, in izdelati priporočila v zvezi z izboljšanje v delovanju AIE v smislu razvijanja managerskih spretnosti bodočih podjetnikov. Zasnova/metodologija/pristop: Študija je empirična, kvalitativna preliminarna raziskava, podprta s kvantitativnimi podatki. Avtorica se osredotoča na štiri pomembne vidike:– motive raziskovalcev in študentov, ki so zainteresirani za podporo s strani AIE– kvaliteto podpore, ki jo udeležencem nudijo AIE in intenzivnost te podpore– možnosti širitve podpore udeležencem AIE– managerske in podjetniške kompetence, ki jih želijo pridobiti udeleženci, ko začenjajo s svojo poslovno dejavnostjo. Rezultati: Udeleženci se usmerjajo predvsem na vzpostavljanje svoje poslovne dejavnosti in jih v veliko manjši meri zanima vzporeden razvoj lastnih managerskih kompetenc. Pokazalo se je, da udeleženci različno intenzivno uporabljajo posamezne oblike podpore, nekatere od njih uporabljajo zelo malo. Kljub temu pa zaznavajo, da AIS prispevajo k njihovemurazvoju in krepitvi specifičnih podjetniških in managerskih kompetenc. Pri tem ne gre za dinamično rast, vendar se rezultat odraža kot večja motivacija, da začnejo s svojo poslovno dejavnostjo, ko zapustijo inkubator.Zaključki: Priporočamo, da se bodoče podjetnike bolj motivira da uporabljajo ponujene oblike podpore pri razvoju njihovih managerskih kompetenc. Potrebna je kompleksna priprava bodočih podjetnikov, da neodvisno vodijo svojo poslovno dejavnost po tem, ko zapustijo inkubator.

Večina razvoja občin v Sloveniji se uresničuje skozi projekte. Proučevanje uspešnosti izvajanja projektov in iskanje vzrokov za dobljene rezultate projektov, se po izsledkih opravljenih raziskav, izkazuje za smiselno. Niti polovica projektov, izvajanih v slovenskih občinah, ni v celoti uspešnih, zato je potreba po izboljšavah in vpeljavi sodobnih znanj in konceptov vodenja vse večja. Predstavitev projektnega managementa in natančneje modelov zrelosti projektne organizacijske strukture, kot orodij za upravljanje projektov v slovenskih občinah, kaže svojo uporabno vrednost z več vidikov in lahko v prihodnje pomembno prispeva k izpolnjevanju strategij in doseganju ciljev slovenskih občin skozi uspešno in učinkovito izvajanje projektov na vseh ravneh. V magistrski nalogi obravnavamo korelacijo med uspešnim izvajanjem projektov in projektnim managementom, s poudarkom na uporabi projektne organizacijske strukture in doseganju višje stopnje njene razvitosti s pomočjo modelov projektne organizacijske zrelosti. Development in Slovenian municipalities is mostly realized through projects. According to the results of carried out research, examining the success of project implementation and finding causes for the project results obtained, turns out to be meaningful. Not even half of projects, carried out in Slovenian municipalities, are completely successful therefore the need for improvement and introduction of modern knowledge and concepts is increasing. Introduction of project management and specifically project management maturity models as tools for managing projects in Slovenian municipalities shows its useful value with several aspects and can significantly contribute to strategy fulfilment and goal achievement of Slovenian municipalities through successful and effective implementation of projects at all levels. In this paper we look into the correlation between successful project implementation and project management, with an emphasis on use of project organizational structure and accomplishing higher development with assistance of project management maturity models.

»Jaz sem projektni vodja!« S takšno izjavo posameznik sebe označi kot nekoga, ki je sposoben planirati in voditi. Seveda izjava posameznika ne pomeni, da je ta tudi resnična. Ali je projektni vodja dober, se po navadi izkaže ob zaključku projekta, kjer vidimo, ali je projekt učinkovito izveden in uspešno zaključen. Dobro vodenje projekta je sposobnost, ki jo posameznik pridobi na podlagi večletnih izkušenj na področju projektnega vodenja. Vodenje projekta je ena najpomembnejših nalog projektnega managementa. Da bi posameznik, ki se še ni srečal ali nima dosti izkušenj z vodenjem projekta, spoznal, kako naj izvede vodenje projekta, smo se odločili raziskati temo vodenja projekta in ponuditi smernice za vodenje projekta v podjetju. Smernice so predstavljene na primeru realnega projekta, ki je bil učinkovito izveden in uspešno zaključen. Najprej smo pojasnili osnove projektnega managementa in vodenja projekta, nato pa podali jasne praktične smernice, s sledenjem katerih lahko posameznik uspešno vodi projekt. »I am a project leader!« With a statement as this, the individual characterizes himself as being capable to plan and manage. Of course, a statement itself does not mean that it is also true. Usually, the greatness of a project leadership turns out at the end of the project where we can see whether the project is effectively implemented and successfully completed. Good project leadership is a skill that an individual acquires based on many years of experience in the area of project management. Project leadership is one of the most important tasks of project management. With the purpose that the individual, who has no or has little experience with project leadership, finds out how to carry out project leadership, we decided to explore the topic of project management and offer guidelines for project leadership in a company. The guidelines are presented with a realistic project, which has been effectively implemented and successfully completed. First, we explain the basics of the topic of project management and the basics of project leadership and than we provide clear practical guidelines, by tracking which an individual can successfully conduct project leadership.

Start-up podjetja imajo kljub majhnemu deležu v celotni strukturi podjetij zaradi pozitivnih gospodarskih vplivov pomembno vlogo v narodnih gospodarstvih. Ker se ta podjetja nahajajo v začetnih ciklih poslovanja, so izpostavljena mnogim nevarnostim in problemom, zaradi česar jih velik del preneha s poslovanjem. Ugotovljen je bil velik obseg projektov v novonastalih podjetjih, kar v skladu z okoliščinami daje uspešnosti teh projektov velik pomen, saj imajo velik neposreden vpliv tudi na uspešnost podjetij. Problem se pojavi pri aplikaciji konceptov projektnega managementa, opredeljenih v aktualnih strokovnih in znanstvenih virih, saj so ti praviloma v osnovi prilagojeni velikim podjetjem oz. projektom in jih zaradi razlik med malimi in velikimi podjetji ni mogoče enostavno prenašati. Ugotovitve izvedene raziskave na slovenskih start-up podjetjih kažejo, da so analizirana podjetja zelo majhna, v njih pa, kar je tudi skladno z ugotovitvami preteklih raziskav v tujini, projekti predstavljajo velik del njihovega poslovanja. Za analizirana podjetja lahko rečemo, da imajo dodobra razvito projektno vodenje z odstopanji na posameznih dejavnikih. Podjetja ocenjujejo, da so dostopni koncepti in primeri prakse le zmerno primerni za uporabo. Z vidika uspešnosti so podjetja po večinskem delu kriterijev pogosto uspešna, pri čemer se kažejo nekoliko slabši rezultati pri osnovnih kriterijih zastavljenega časa in proračuna ter kriteriju ocenjevanja neto sedanje vrednosti. Start-up companies have an important role in national economy because of their positive economic effects even though their percentage is very limited. Because this companies are at the start of their life cycle they are exposed to many threats and problems which leads many of them to die. Past research shows that projects have a big role in the new companies, which in accordance to circumstances gives great importance to success of projects, because of a large effect on the success of a company. Problem appears because project management concepts are adopted for large companies and projects, and are not easily applied to smaller companies because of the differences with the large ones. Findings of the research on Slovenian start-up companies show, that analyzed companies are very small and that projects play a big part of business same as it was found in the past researches. For the analyzed companies we can say that the managing of projects is pretty well developed with deviations of individual factors. Companies evaluate accessible concepts and examples of practice as only moderately useful. In terms of success companies are often successful on most of criteria, although they show slightly worse results at criteria of planed time and budget and criteria of net present value.

Projektni management lahko obravnavamo ožje kot management, ki je zadolžen za projekte, ali širše, v povezavi s procesi in managementom pred nastankom projekta in po njegovem končanju. Glede na to, da gre za način vodenja, ki se je uveljavljal predvsem v projektno usmerjenih podjetjih, kot so denimo gradbena in ostala inženiring podjetja, lahko danes trdimo, da je prešel meje tradicionalnega projektno usmerjenega podjetja in je prisoten v večini sodobnih organizacij. V finančnih ustanovah, kot so banke, je za optimalno zagotavljanje projektnega delovanja potrebna vzpostavitev oddelka, ki skrbi za racionalnejše rešitve na področju projektnega managementa in udejanjanja strategij. Posledično svetovne, evropske in v zadnjih letih tudi slovenske banke sledijo trendu z ustanavljanjem t. i. PMO-jev (Project Management Office). Gre za projektno orientirane pisarne, oddelke ali celo sektorje, ki so zadolženi izključno za interno projektno delo. Naloga temelji na podrobni predstavitvi in analizi organiziranosti projektnih pisarn nekaterih večjih slovenskih bank, ki sodijo v krog sistemsko pomembnih. Raziskava je podkrepljena s prej predstavljeno teoretično razlago kot tudi s primeri delovanja projektnih pisarn iz tujine. Project management can be considered more narrowly than project management, or more broadly in connection with processes and management before and after its completion. Considering the fact that this is a method of management, which has been claimed primarily in project-oriented companies, such as construction and other engineering of the company, today we can assert that it has crossed the boundaries of traditionally oriented companies and is present in most modern and organizationally oriented companies. In financial institutions, such as banks, it is necessary for the optimal provision of project work to establish a department that takes care of more rational solutions in the field of project management and the implementation of the strategies. Therefore, global, European, and in recent years Slovenian banks, follow the trend by setting up the so-called PMO (Project Management Office). These are project-oriented offices, departments or even sectors that are solely responsible for internal project work. The task bases on detailed presentation and analysis of organization of project offices of some bigger Slovenian banks that belong in the field of systemic importance. The research is befuddled with earlier presented theoretical interpretation and also with examples of actions of project offices from foreign countries.