| Abstract [eng] |
Relevance of the issue. Lithuania to date still lacks theoretical studies and empiric studies which would allow to asses the importance and efficiency of a project manager’s operations within energy service companies; therefore, it is not a coincidence, that a project manager’s operations within energy service company became the main issue of this thesis targeted to the analysis of the need and possibilities of improvement of project managers’ operations within energy service companies. This Master’s thesis provides for theoretical analysis of a project manager’s functions, structure of competences, leadership and the importance of team for successful implementation of projects. As a part of the empiric study, team members and head of the company of energy service companies have been interviewed. Moreover, project managers’ self-assessment method has been employed. The study has not identified critical problems on the part of project managers of energy service companies, which could have crucial effect and requiring radical changes in project - related operations. On the other hand, several areas for improvement such as complicated project documentation, lack of team solidarity, insufficient professional skills of team members, turnover of team members, lack of internal communication etc. have been prioritised as they are vital for efficient project management. Competence and experience of a project manager have been identified as the key factors of successful operations of a project manager. The study revealed that the project manager B is the least-competent project manager within the organisation; in general, there is a gap in the competencies of project managers of the company such as ability to use project management software, willingness to keep learning, organisational skills, leadership skills, ability to handle conflict situations, inability to control emotions in stressful situations etc. It was found out that project managers are not strong leaders in energy service companies. Several key trends of leadership development can be distinguished and leadership development programmes for project managers should be oriented towards these trends such as contribution to the professional development of team members; assistance in finding motivation at work; incentives for team members pro rata to their contributions and the goals attained; recognition of their achievements. |
