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Introducing a Task Management Tool into the Operation of a Management Consulting Firm
122-135Views:505Lean and agile methods are now widely used in various fields. Seeing their success, management consultancy firms also want to take advantage of using them. In this case study, the company selects the appropriate task management tool for their operation, the kanban board, and implements it. The implementation process is supported by quantitative analysis. In order to track the introduction progress of the kanban board, a key performance index is defined: the board activity, which is the number of operations performed on the board in a given time period. Based on the evaluation of over 26 weeks’ data, board activity proved to be an appropriate indicator of the kanban board’s reception, operation, and stability. The individual indicators examined, however, were not found to be suitable for performance appraisal.
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Dual Focus of Supply Chain Resilience and Sustainability: A Size-based Comparison between SMEs and Large Organizational Approaches
1-15Views:237The research investigates how organizational size influences the implementation of supply chain resilience and sustainability practices. While resilience and sustainability are increasingly recognized as interrelated priorities, existing literature often overlooks how firm size conditions strategic behaviour, particularly the distinct constraints faced by small and medium-sized enterprises (SMEs). To address this gap, the study employs a two-phase, mixed-methods approach. First, a structured literature review identifying the current state of academic research on the field. Second, a global survey of 252 supply chain professionals captures quantitative data across SMEs and large organizations. Statistical analysis tests three hypotheses regarding core aspects of driving resilience and sustainability outcomes. Findings show that large firms tend to formalize strategies more thoroughly, especially in risk detection and sustainability goal setting. However, SMEs demonstrate comparable resilience through informal, agile approaches and supplier collaboration. Overall, strategic effectiveness does not vary by firm size, but implementation pathways do. This study contributes original empirical evidence to the limited comparative literature on organizational size in supply chain strategy. By introducing size as a moderating variable, the research advances theoretical models and highlights the need for differentiated tools, policies, and partnerships. The findings aim to hold practical value for managers, and support businesses seeking to design scalable, inclusive approaches that enhance resilience and sustainability across the entire supply chain spectrum.
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Project Risks and Risky Projects
164-189Views:459Projects are key drivers of organizational change, both their failure and success can have significant impact on the organizational performance. Risks may arise throughout the entire project life cycle. Managing these and initial project planning uncertainties is an important task of Project Management. The study describes the application of traditional project management tools and methods in risk analysis, -evaluation and -treatment based on modern project and risk management standards and recommendations. The authors also examine the link between classic project management objectives (project time - resources – scopes) and risk-based decision-making. The different scale and scope of projects call for different responses to the associated risks. The study highlights the possible role of the ISO 31000 risk management standard package in project risk management. The authors analyse the risk management of the different projects on the basis of processing relevant literature, including the relationship of the project stakeholders to the risks. R&D, agile projects and project portfolios have specific and complex risk exposures, but their project management can provide several „hidden” risk analysis and - treatment functions.
