Based on the Foucauldian concept of governmentality, this paper overcomes the atomistic view of external stakeholder engagement research to examine the specific conditions under which community engagement in urban infrastructure public-private partnerships (PPPs) can be transformational and create social value with and for communities. In particular, it shows that a transformational approach to community engagement is, in practice, closer to a form of governance that emphasizes involved stakeholders’ responsibility. It traces this line of argument through the literature and practice of social enterprises and other hybrid collaborations in the private sector. Conceptually, it contributes to a political and transformational understanding of community engagement within the context of public-private partnerships. First, by proposing a “governmentality analytical framework” for understanding and uncovering the often purposefully concealed dynamic power relations in the engagement process between the state, communities, and private investors. Second, by proposing a set of guiding principles on how to: empower communities to be organized; reconfigure the institutional environment to offer incentives and reliability; and design public-private partnerships as hybrid organizations capable of including other actors, such as non-governmental organizations.

This paper presents the findings from a study of the breakdown of project success criteria. An exploration of the evolution of studies on the success of engineering projects over decades was the basis for a project success definition proposal. Using a comprehensive literature review of success criteria for engineering projects, a list of 133 different success criteria was identified. Those criteria were analyzed to develop an integrated framework of project success criteria, describing its hierarchical decomposition. Such a breakdown structure could serve as a starting point when setting project success criteria for a specific project, because the importance of criteria will be context dependent. Practitioners or stakeholders could discuss and tailor it based on specific features of engineering projects or specific needs and interests. Generally, criteria have evolved from simple work-related factors to focusing more on the complex benefits of the projects. Such an evolving success definition has implications for further studies of project success and might contribute toward a long-term vision in which all projects will be delivered successfully.

Risk governance is mostly viewed through the lens of disaster or emergency management departments, agencies, or organizations. Visible in times of crises, risk governance is rarely seen as part of everyday public or private functions such as planning, social welfare, investments, or fiscal responsibilities. This paper emphasizes the importance of disaster risk governance in disaster risk management activities on the example of the post-disaster recovery of Croatia after a series of strong seismic events in mainland Croatia. The analysis is made based on a thorough review of national documents of Croatia and other selected countries overlapped with the national journals reporting on the situation from the affected areas. In accordance with the authors’ opinion, the necessary elements of disaster risk governance are clearly stated through the four Sendai framework priorities, and this statement is supported by the facts from the case study. Without either the political will or the enabling surrounding the disaster, risk management is next to impossible. The Croatian case study emphasizes the importance of disaster risk governance, showcasing the adaptation process for the post-disaster recovery process to start.

The application of project management practices in contemporary business is continuously increasing with the aim of delivering the work packages in a more cost-conscious and controlled way while making the best use of limited human resources to meet customer requirements and create competitive advantage. In order to be considered competent, individuals working in the field should demonstrate a certain level of knowledge, skills, and abilities – assessed, developed or improved through a certification system. Taking into account the importance of information modeling and technology in the domain of project management as a set of practices that determine structure, lifecycle and accessibility requirements of information and the emphasis placed on the behavioral competencies of project, program and portfolio managers, the authors of the paper focused on exploring the challenges and specificities of the project management profession in Croatia. Empirical research was conducted in two steps. Firstly, a qualitative research was done using in-depth interviews with a member of the editorial board of a new project management international certification standard and two representatives of the certification body in Croatia: the director and the assessor. The collected data were analyzed using grounded theory approach and results in four main areas were obtained: project management and certification challenges, addressing certification body needs, the missing link between educational institutions and project management in practice and key project management competencies. In the next step, a quantitative research with a questionnaire as a research instrument was conducted among 53 certified project, program and portfolio managers in Croatia regarding their perception of the importance of the behavioral project management competencies. The results show that the majority of the certified experts in the field consider "leadership" to be the most important behavioral project management competency, closely followed by teamwork and self-management, while relations and engagement, conflict and crisis as well as negotiation and resourcefulness are considered to be of the least importance for conducting the project, program, and portfolio successfully. Statistically significant differences in assigning importance to various project management competencies were revealed with regard to several respondents' independent characteristics.

As global crises such as COVID-19 become more frequent, many projects, which can be called blitz projects, will need to be completed extremely quickly in response. However, there remains a lack of theoretical support for their implementation as well as systematic strategies for managing their schedules. This article examines the responses to COVID-19 by three specialty field hospitals in China. Through reviews and cross-analysis of the influential factors and practices, and their effects on extreme schedule management, this article proposes a systematic strategic framework including the elements of mission, solution and innovation, organization and culture, communication, resources, dynamics, and adaptability.

While the projectification of society continues to evolve, it is clearly lagging behind in the public construction sector in Germany. The purpose of the research upon which this article is based was to reveal the role that leadership has on the projectification of the construction sector and to identify the differences between the public and private sectors. Building on the theoretical concept of Institutional Work, semi-structured focus group interviews were conducted on both sides of the construction sector in Germany to ultimately reconcile the findings. The interview’s transcripts were analyzed by applying qualitative content analysis. The responses from the private sector show a very high significance of projects for everyday work and a further trend toward projectification in enterprises. This development is attributable to a positive image of executing projects in the private sector and to the leadership provided. In contrast, projects in the public sector still play a rather subordinate role and tend to be perceived culturally and cognitively as being exceptional. As projects are increasingly important for the public sector, leaders can play a key role in nurturing the necessary cultural and cognitive conditions for projectification. The application of Institutional Work concepts opens promising perspectives for future research in the context of projectification.