The objective of the paper is to explore elements of supply chain management within megaprojects and identify the ones that have significant influence on the megaproject performance, thereby providing an idea of the possible influence on megaproject success in general. Within the theoretical framework, supply chain elements are identified for the megaproject management research field. Based on the chosen megaproject sample and econometric analysis, the presence and the level of identified supply chain elements were tested in the management of megaprojects. Variable construction signifies time needed to build an infrastructure (without planning). Delay is a common problem in infrastructure megaprojects and is often for the reason higher costs are incurred for the project in total. Variable delay in this paper indicates the time needed for the project to be completed. Econometric analysis showed that two variables, delay and construction, are significant for megaproject performance. The discussion of the conducted screening is contained herein so that recommendations can be made for steps for further in-depth research. Authors would like to acknowledge that rigorous mathematical modelling could give important value in better understanding the aspects of delay problem in megaproject management.

In the last few decades project management gained popularity in all types of organizations across many industries and increasing number of projects, programs and portfolios are professionally managed. Therefore, competent project managers and associates who can cope with problems that are occurring became the ultimate need of the business entity. However, project management competencies as a set of knowledge, personal behavior, skills and experience are very complex and therefore require acquiring a variety of elements within three different areas: contextual, behavioral and technical. Further, in order to assess and develop or improve relevant project management competencies, a system for assessment was developed and levels of competences defined within certification process. Also, considering that certification can contribute to project success by ensuring that project managers and associates have adequate competencies for managing projects, programs and portfolios, as well to integrate, plan and control the schedule-intense and unique efforts to improve overall organizational performance, authors of this paper examine the interest for project management certification in the Mediterranean countries – Croatia, Italy, Portugal and Spain. The focus of the research is on the influence of a particular culture on the attitude regarding the project management competence, so as competence-based certification. This paper therefore describes initial results on relations and influences among competence, certification, culture and business practices. The findings are based on the data provided by the national project management associations, the obtained results about the relationship among cultural characteristics, competences in project management and project success are discussed and will be used as the foundation for further research in this field.

This paper describes the initial results of analysis of critical factors that can affect megaprojects success or failure. Megaprojects success and failure have been a very popular research topic in the last decade. There is a common understanding that megaprojects are important drivers of society changes. Their impact is an important phenomenon because of the influence on both society itself and its economy. Despite the best practices all around the globe, numerous challenges can move a megaproject from a programmed success to a failure scenario. It creates an interval of uncertainty over the final result of a megaproject and its positive impact as well as over the justification of the enormous amount of resources spent. In spite of many researches done so far, it is still not clear what are the causes of megaproject success and failures. This paper evaluates the topic through the review of researches done so far. The focus of the research is in influence of success and failure factors on the megaprojects to examine whether megaprojects success can be well quantified through success or failure factors. Project management success school of thought is used as a ground for the research approach. The literature review is compiled of the data obtained through a comprehensive search across research center databases, mainly in Europe. In parallel the selected data from practice and known research centers for major projects are compared. The findings from both, literature review and practice, show the selected drivers for improving megaproject success and efficiency. The discussion on results is enclosed, as well as the ground for further research on the topic.

In today's rapidly changing world where only change is constant and traditional sources of competitive advantage have less meaning, project management is becoming an increasingly more accepted and applicable discipline in a variety of industries as a source of competitive advantage for companies. However, many organizations still struggle to achieve success with the majority of their projects and programs. The common belief is that effort and money spent in implementing Project Management Office (hereafter PMO) has made a big difference in the level of success achieved in executing projects and programs, as it should define and maintain standards for project management within the organization. Meanwhile, research in this area is still scarce and the topic is still insufficiently investigated, especially in the context of Croatian practices. Therefore, the main goal of this paper was to analyze the position and characteristics of the usage of PMO as a tool to support Project Management practices in Croatian companies. A survey was conducted and implemented in 24 companies which have PMO as a part of their organizational structure. The results show that there is a significant trend in developing PMO and integrating strategic planning with program and portfolio management. Furthermore, we have found that PMO staff is relevant to international practice; that projects start and finish within the PMO; that organizations have some kind of a project management methodology but most of them are taken from existing and communication they have with the company's top management is continuous and successful.

A constant decline of the construction industry in the Croatian GDP is very concerning. The Croatian construction industry is facing with a significant decline of the whole sector. The share of the construction industry within the Croatian GDP was 7.8 percent in 2008. In 2013, that number declined to a devastating 4.4 percent. The concentration ratio shows significant fragmentation. The number of employees shows a negative trend, the number of companies is growing. A study has shown that Croatian construction industry is strongly fragmented, and has been such even more so after the economic crisis of 2008. Until 2008, the construction industry in Croatia showed constant growth. However, soon after we could notice a decline in employment, concentration ratio of the biggest companies and total revenue decline. Nevertheless, since 2008 there have been strong changes in the sector. Within the context the construction sector within Croatia, this paper mainly focuses on the level in the industry within the past ten years. From 2004 to 2008, shares of construction in the GDP increased from 4.2 to 7.3 percent. Results from this increase have also spread on the employment, which shows an increase of 61.1 percent. In 2004, there were 6471 registered construction companies with 84642 employees working in the sector. In 2013 there were 11989 companies employing 77129 people. The 2014 construction industry has fallen on its knees and is continuing to fall. Data from 2013 shows the share of construction in the GDP to be 4.2 percent. Industrial concentration is measured by the 4 ; 8 ; 20 and 30 construction company concentration ratio. The industry is characterized as strongly fragmented: in 2008, 4 biggest companies had a share of 2.95 percent, and in 2012, the share of 4 biggest construction companies held 1.51 percent of total revenue. The construction industry has a meaningful impact on the Croatian economy, since it is traditionally an important and strong sector. We found that strategic alliances and government incentives can have significant impact on forming the steady ground for a better future in the Croatian construction companies.