The purpose of the article is to define the risk factors in cogeneration projects and to demonstrate that a lack of sufficient identification of risks in different phases affects project implementation. A theoretical study is conducted, which aims to identify risk factors in cogeneration projects, based on case studies of such projects in Poland. The study offers a view at CHP (combined heat and power) projects as extremely dependent on the external environment of the organisation. These projects are subject to many external regulations due to their environmental impact and dynamically changing technical aspects. The biggest technical errors occur at the planning and construction stages. The biggest economic and financial risks occur at the execution stage after 2% and 3% of additional design costs occur, respectively. The authors estimated the risks at different stages of the project and concluded that the total cost of failure in correct identification of the risks at the planning stage exceeded PLN 1.5 billion, which amounted to almost 60% of the total additional costs of materialised project risk. Consequently, the biggest challenges in the area of CHP project management at the planning stage are a thorough identification of risks, and the pricing and planning reactions to risk.

Celem artykułu jest zaprezentowanie modelu doboru metodyk zarządzania projektami do jednostkowego zlecenia produkcyjno-usługowego. Dobór odpowiedniej metodyki zarządzania projektami jest jedną z ważniejszych decyzji, jaką musi podjąć przedsiębiorstwo, aby skutecznie zaplanować i zrealizować swoje projekty. Decyzja o wyborze metodyki zarządzania projektami uzależniona jest od wielu kryteriów, takich jak: doświadczenie zespołu projektowego, wielkości projektu, zaangażowanie klientów itp. Tak duża liczba kryteriów do przeanalizowania powoduje konieczność zastosowania odpowiedniej metody. Jedną z tych metod może być metoda hierarchicznej analizy problemu decyzyjnego (AHP). Metoda AHP została zastosowana do wyboru metodyki zarządzania projektami dla jednostkowego zlecenia produkcyjno-usługowego. Z przeprowadzonych badań wynika, że najlepszym rozwiązaniem problemu doboru odpowiedniej metodyki zarządzania projektami jest w tym przypadku wykorzystanie standardu PMBOK.

The key factor in the process of innovativeness development is competences. In order to even out the development level which differs from region to region, and to stimulate the European economy as a whole, experts emphasise the need to intensify actions taken by academics and recommend that the concept of lifelong learning (LLL) should be implemented to the widest possible extent, indicating which of the competences should be considered as the key ones. At the same time, the technological leap will convert the labour market and the occupational inclusion of society. The desired employee is a knowledge-based employee, also an e-leader, who combines business, analytical and IT competences. Slightly surreptitiously, in the context of competence management under the LLL concept the authors of the study bring to the foreground education of children and youths – which is a “short” version of long-life learning. In this way, they want to underline the role of education that takes place outside school (or in cooperation with the school), in the special form of non-formal education, i.e. at children’s universities. They present the research findings in the area of economic, financial and managerial education based on the example of the programme implemented at the University of Szczecin. The study also describes the innovative case of young project managers as an example of learning by playing, competences appreciated also in the world of adults.

The key factor in the process of innovativeness development is competences. In order to even out the development level which differs from region to region, and to stimulate the European economy as a whole, experts emphasise the need to intensify actions taken by academics and recommend that the concept of lifelong learning (LLL) should be implemented to the widest possible extent, indicating, which of the competences should be considered as the key ones. At the same time, the technological leap will convert the labour market and the occupational inclusion of the public. The desired employee is a knowledge-based employee, also e-leader, who combines business, analytical and IT competences. Slightly deceitfully, in the context of competence management under the LLL concept the authors of the study bring to the foreground education of children and youths – which is a “short” version of long-life learning. In this way, they want to underline the role of education that takes place outside school (or in cooperation with the school), in the special form of non-formal education, i.e. at children’s universities. They present the research findings in the area of economic, financial and managerial education based on the example of the programme implemented at the University of Szczecin. The study also describes the innovative case of young project managers as an example of learning by playing, competences appreciated also in the world of adults.