Project management peculiarities in archaeology.

<p>The proposed diploma work contains 110 pages (including main text - 80 pages, bibliography - 3 pages, applications - 27 pages).</p><p>The primary goals of the research are to identify the peculiarities of project management in archaeology and to work out a set of recommendations to improve the project management practice in the investigated organization.</p><p>In order to achieve these goals the following series of tasks was carried out:</p><p>1. A general information about the project management principles was studied;</p><p>2. The sources of information related to the rescue archaeology and managing projects in it were analyzed;</p><p>3. Basing on the analyzed information specific features of project management in archaeology were identified;</p><p>4. The project practice of a particulat archaeological organization was analyzed;</p><p>5. A set of recommendations allowing the analyzed organization to improve its project management practice was designed.</p><p>The object of the study is represented by the archaeological organization &ldquo;Archeologicheskije iziskanija v stroitelstve&rdquo;. The subject of the study is represented by both project management peculiarities in archaeology and project management maturity in the investigated organization.</p><p>Basing on the analyzed information the following specific features were identified:</p><p>1. Historical and cultural value of the expected performance which necessitates a number of specific competencies.</p><p>2. Serious role of the state which causes the strict regulation and regulation of archaeological projects, the volume and composition of project documentation, obtaining licenses, open sheets.</p><p>3. Environmental features of the archaeological projects such as weather factors and the characteristics of the excavation sites.</p><p>Analysis of project management practice in the investigated organization included:</p><p>1. Project management maturity evaluation according to the Project Management Maturity Model developed by Harold Kerzner.</p><p>2. Project management maturity evaluation according to the PjM3.</p><p>3. Assessment of organizational the readiness to the introduction of corporate system of project management.</p><p>These evaluations were carried out by using both surveys conducted among the employees and expert judgment.</p><p>The implemented studies confirmed the assumptions about low level of project management in organization and the lack of understanding of its importance.</p><p>At the end of the research a set of recommendations allowing the analyzed organization to improve its project management practice was designed. The biggest emphasis was put on:</p><p>1. The organization of training programs;</p><p>2. The increasing of interest of all employees and management in conducting transformations.</p>