This paper presents a narrative review on the Resource-Constrained Multi-Project Scheduling Problem (RCMPSP) under uncertainty and resource flexibility. Traditional project scheduling assumes complete information and a deterministic environment where a pre-computed baseline schedule is executed. However, real-world projects frequently face uncertainty, such as variable task durations and fluctuating resource availability. Analyzing studies from 2013 to 2024, this review examines optimization models addressing multiple objectives, including minimizing project duration, cost, and resource leveling. It categorizes solution approaches, from exact algorithms to heuristic and metaheuristic methods, while reviewing the primary instance sets and benchmarks used in the field. Additionally, it highlights the value of flexible resource management approaches that enable adaptive responses to real-time project demands, thereby enhancing scheduling robustness. By systematically addressing RCMPSP under uncertainty, this paper provides a valuable framework for researchers and practitioners seeking to develop resilient, adaptive scheduling solutions for complex, dynamic project environments.

The main objective of this research work is to examine the way knowledge management (KM) affects organisational agility in an industrial company. To this end, the staff of Bosch Car Multimedia in Braga was chosen as the study population. This study is descriptive in terms of methodology; from the perspective of the purpose, it is applied; and as for data collection, it is a survey. The required data were collected through a questionnaire validated by experts, from academia and from Bosch Car Multimedia. The research hypothesis suggests that there is a significant relationship between KM and organisational agility. Therefore, improving KM through agility variables may contribute to higher levels of competitiveness of companies. KM and agility are dependent, and therefore, the indicators of each of them and their meaning have to be recognised and managed. This study suggests that KM capabilities enable organisations to develop organisational agility, which improves performance.

Today, to survive in business, organizations are compelled to compete with other organizations. Therefore, they have no choice unless to be innovative. Innovation is the application of new ideas of creativity that can be new products, new services, or a new way of doing things. Without innovation, new ways of doing business cannot emerge at all, and most organizations will be forever caught up in old services and old ways. The continuous and inclusive innovation enhancement, is, in fact, a kind of systematic exploration, the aim of which is to find new ways and means to react to environmental changes and pressures. Since repeated reactions aren’t effective in today's complex and changing environments. Therefore, companies should constantly search for new and novel ways of interaction in the environment, and, in turn, affect those interactions and changes. In developing a culture of innovation that can support an organization to implement and leverage the innovation process, good human resource management and knowledge sharing should be considered. First, we describe definitions of innovation, then innovation necessity, advantages, and barriers impeding it are examined. Finally, the innovation cycle, innovation process and strategies for creating and developing a culture of innovation will be examined.

This paper presents an innovative approach to compressing and decompressing activity durations within the context of multi-project scheduling under uncertainty and resource flexibility. In dynamic project environments, fixed activity durations often restrict optimal scheduling outcomes. To address this challenge, the proposed method systematically adjusts activity durations—through compression and decompression—while maintaining resource and precedence feasibility. By integrating Critical Path Method (CPM) analysis with heuristic rules, the approach identifies candidate activities whose durations can be reduced or extended based on slack availability and resource effort profiles. The objective is to enhance scheduling flexibility, improve resource utilization, and better align project execution with organizational priorities. Validated through a case study at an automotive company in Portugal, the method demonstrates its practical effectiveness in recalibrating schedules and balancing resource loads. This contribution offers a timely and necessary innovation for companies aiming to enhance responsiveness and competitiveness in increasingly complex project landscapes. It provides an actionable framework for dynamic schedule adjustment in multi-project environments, helping companies to respond more effectively to uncertainty and resource fluctuations. Importantly, the proposed approach also supports sustainability objectives in new product development and supply chain operations. By optimizing resource usage, reducing idle time and overuse, and improving responsiveness to real-world conditions, it contributes to minimizing waste, increasing operational resilience, and aligning project execution with strategic sustainability goals.