Introduction  

What are the modern projects, programs and portfolios by and large and  in details? What are  projects’ structures and contexts  today and in the future? How they can be sustainably and successfully managed in conditions of rapid changes are caused by technological progress,  growing demands of society, dissonance in maturity of legislation and the level of crime in different regions? Along with above, such world’s challenges as: peoples’ growth on the planet  and like the result - population density is high, developable land is in scarce, a scarcity of planetary resources ubiquitous, global warming which dictates to take into consideration a completely (GPM P5, 2019).

Practitioners, scientists and many special organizations are working for the solution of these issues and obstacles such as: GPM P5, (2019), IPMA, ( 2015), PMBOK, (5^th edition), DIM etc.,   

What are the types of risks  is project  experiencing at each phase and throughout entire lifespan  and how do risks impact on every element and project success?  On which aspects of feasibility do the modern projects depend how many faces  nowadays’ Iron Triangle has for error-free projectification?  What  elements of competences are applied to the modern projects and what is success criteria for stakeholders?

It all depends on the set of factors from the size of the temporary organization and SCOPE to the type of industry, but one pivotal thing remains unchangeable yet – success of the projects depends on the first phase up to the completion phase  people who are inside and outside of the projects.

Projects are being developed, executed and completed by people. Whether every person is the only one who inhales a part of  life into the project such as into the whole organization, forms the life of the project and completes it, then we have to raise the main question, who negatively affects  the project success, project product

and  what are the reasons for doing it?  Thus, a holistic examining the project, we are able to  see a clear structure consisting of phases, project-management-oriented processes, product and support-oriented processes, subject area – SCOPE, competence elements defining management  of Time, Quality, Finance, HSSE, work with Stakeholder, etc., IPMA, (2015). The project structure, as if the circulatory system, should definitely be filled with project management standards which are special tools for personal competence development, from an individual  project worker to the project team as a whole, including project steering committee and key stakeholders.

The success of the project to more or less  extent  is the contribution of each project participant and accordingly, the success of achieving as intermediate as major goals of the project depends on the individual and his/her level of competences as well.

The project management standards definitely should be implemented in project organization, periodically updated in accordance with the requirements of technological progress.

Implemented standards have to be controlled  and permanently monitored  in terms of the effectiveness of the usage, for fixing and documenting  weak  and strong sides  of the standards both in a single project  and in the organization as a whole.

Systematic approach in following of all the necessary project processes from idea to completion project is mandatory part in order to derive an efficiency and effectivity of every step during carrying out the project, 2015, (IPMA).

Tools of project, program and portfolio are filled with demanded standards, is the best approach through which  the strategic goals, objectives and outcomes of the organization will be with more probability  achieved.

To date, it is difficult or even impossible  to imagine and aware  the execution of projects and the successful achievement of the project's results without the utilizing  and evolutionary developing of special knowledge, skills and competencies.

This work is aimed at discussing  the personnel or rather at the category of project workers who for one reason or another and  have no desire to work in the project organizations.

Methods  

In the  article there were included data of  11 companies which operate on market of the counties: Singapore, Vietnam, The Russian Federation. Specific data is known to author, but not written in article due to confidential information. Each of them has had more projects with scope of implement new products  and operate in different industries. The survey was prepared and conducted as interviews with structured questionnaire. Individuals who were interviewed are board members or executives who have relevant data and can support theoretical approach  with necessary and true information.  In total, paper cover 11 different Project Managers, including 327 employees.

     Personnel in the project as two parts - wishing to work in temporary organizations committed to project activities and unwilling to be / work in such type of organizations.     

Humanity has accumulated and collected a colossal, although not sufficient experience in PPP management. There are industrial  standards, structured phases of project lifespan  and competence area connected  with management processes.

There are tools and software for calculating time for optimizing the project  duration, budget, risks and monitoring the execution of project plans, programs and portfolio management, etc. So what are the reasons due to which we can see such high level in percentage of failed projects?

It is worth and necessary to raise the question that in addition to the reasons which are destroying or damaging  many projects, due to existing gaps in experience, knowledge and not ideal  practices in the project management, etc.

Imagine an experienced organization working according to all the rules of project management, which has industry knowledge, standards, etc. in its arsenal. And in spite of this temporary organizations  have problems in any aspects for example: the quality of execution of workflows in a particular department or workplace. Why does it happen? There are necessary regulations for the performance of work.

 Moving further towards this issue  data were collected  in a number of companies operating in various industries.  

Table 1. The data shows percentage of employees who have and don’t have wishes to work in temporary organizations before being employed and during their working for.  The data for this   research were collected using an anonymous online survey. The approach was organized with the permission of the company managers.

 Relying on the result  of Table 1,  it can be seen  that there are workers who do not want to work in the project as on the first "stage" (up to hire the project) and on the second “stage” (in the project execution process), there was a need to study the reasons of the unwillingness and what are their original nature of the emerging  of that sort of things.

Firstly, for  narrowing  the discussion field, let the project environment will be divided on two parts. One part is  project structure (phases,  processes of project management and competence area) and second part are standards, procedures, etc. filling the project structure (skeleton). The discussion point  is  standards.

Why are we  focusing our attention  on standards? If standards of project management (IPMA, GPM P 5 etc.) are reviewed meticulously, plus collect and analyze practical experience of professionals in the project area, it can be supposed  that reasons of unwillingness to work in temporary organizations can be a result of running  of the  project without  project management standards or have standards but does not control the qualities of applying  the standards as well as  in the project team there can be cases of deviating standards due to poor management.  A project without standards is like a frigate without sails.

For example, IPMA People Competence Practices Competence Perspective Competence and  GPM P5 as applied science to give us a very detailed database  which  offers  organizations  how to build relationships between employees in temporary organization. The standards take into account almost all aspects for a comfortable, safe and equitable work,  according to legitimate human rights.

During compiling questions  some aspects  were taken into consideration such as  companies in which  surveys about the reasons towards unwillingness to work in the project were conducted from several  industries and operating in different countries.

Moreover, the employees might not know and comprehend  those or other elements of standards or whether the standards exist,  as well as part of the interviewed can work without  standards at all.

The questionnaire in the papers’ Tables  also includes the reasons that directly relate to standards, but are made by separate columns for more accurate perception by the employees, for example: heavy labor or unfair wage, what is directly reflected for example in GPM P5 elements in categories ” The people (social) category of sustainability concerns the impacts that a project’s activities and results may have on individuals, society and communities”,” subcategory “ Labor practices and decent work”

But before discussion  about the positive or negative influence of lacking or poor quality applying standards of the wishes to work in the project, it is necessary  to  emphasize that the most important and perhaps the primary factor is - to what extent every candidate for working in the project, immediately after an institute, as well as  experienced worker,  is opened and ready to perceive  standards of organization, accumulated special knowledge by the organization during carrying up previous projects, experiences and learned lessons and follow the requirements?

These factors depend on what will be done by educational institutions project organizations together  for creating  a specific bridge for “yesterday’s students”  to move  them from theory to the execution of practical work in project organizations.

Also employees commitment and level of  flexibility towards organizational requirements  depend on to what extent the theoretical knowledge obtained in a university and real practice will be compatible, including international skills and other industry-specific features. What will be cut off in the realities of the project execution, and what will be added relatively to  the knowledge gained at the Institute and what is potential worth for both worker and organization in the special approach of transformation?

Transformation of the obtained knowledge in real practice of performing  processes in the project should be permanent. The similar aspect can be seen in the investigation of (Bodea, 2020). Obviously, this approach of strengthening communications between institutions and project organizations should be an integral part of the interaction and become a part of the standards for both educational institutions and for the organizations. The absence of the approach can negatively affect the primary desire to work in the project due to more higher potential personal stresses as onto stage before being hired as  further during performance work because of the organizations’ requirements can be perceived  more acute. It can be assumed that as a result of psychical stress due to the lack of a special approach to the fusion of knowledge and practice can entail the unwillingness of the employees to be / work in temporary organizations. As a result of  lacking  the standards for adapting the movement  of knowledge  from an educational institution to work in a project,  employees might less qualitatively fulfill their tasks due to additional misunderstanding of various  work aspects, increasing mistakes, which can adversely affect the project.

      The reason of unwillingness 1 can be  is the lack of standards for the movement of knowledge  from theory to practice.

Ii is supposed that we follow important way of action for what is  considered innovative approaches for strengthening the communication between education institutions and companies (Bodea, 2020). Moreover, the employees  during the training of the organization, receiving special knowledge and adaptation of standards required by the organization are usually under time pressure. The same observation is seen in the research of  (Khedhaouria,  Montani, @  Thurik, 2017). Some scholars suggest that high levels of time pressure limits creativity by preventing team members from engaging in knowledge sourcing activities. It should be noted that the opinion towards  the negative impact of time, more  precisely - the high dynamic of the execution tasks have different points of view from other scientists. For instance:  “Empirically, prior research on time pressure and creativity shows somewhat contradictory results and a full range of possible time pressure effects, including negative (Khedhaouria,  Montani, @  Thurik, 2017) Time pressure and team member creativity within R&D projects: The role of learning orientation and knowledge sourcing , positive Time pressure and team member creativity within R&D projects: The role of learning orientation and knowledge sourcing , nonlinear Baer, M., (2006). The Curvilinear Relation Between Experienced Creative Time Pressure and Creativity: Moderating Effects of Openness to Experience and Support for Creativity and non-significant effects  (Amabile,  Conti, Coon,  Lazenby @ Herron, 1996), (Amabile @  Conti, 1999).

However, taking into consideration  particularly the results of existing researches towards the negative impact of high dynamic of  work execution  in the project, as well as for implementation new knowledge, updating standards without a specially developed approach (time regulations)  it can be assumed that high dynamic of some processes negatively affect the desire of employees to participate  in the project. 

Stresses can reduce motivation, creativity, and accordingly can  affect the quality of the work as an individual as a project team, what in turn impacts the success of the project.  On the same issue (the absence, or low control of "time standards") can be viewed from a straight-proportional side, where we can see a positive effect when applying standards with a time-measured approach. The time-measured approach to the execution of work, the introduction of new practices, knowledge and other things, the project team remains balanced.  As a result,  through the receipting new competencies  can be attained significant positive effects on the project as in general and its individual elements. Identical results we can see in the research: (Pillemer, 2012).

       The reason of unwillingness 2 can be – lack or uncontrollability of time standards in process of execution some works introducing new knowledge, etc.  

Studying the reasons for unwillingness  to be / work in the project, the  question can be raised - how many projects are carrying up today in the framework of professional standards for project management?  Is it right way or not when an organization limits  itself  for execution project only for instance by  its own reference base?

Even more “specialized” are the so called Company Specific “Standards”. In the narrow sense of the definition company specific regulations are not really a standard. Although it is somehow illogical to call them a “Standard” this is what happens very often. (Sturb, 2008), there are different reasons to do so: It is possible that a company is active in the field of project management where there are no suitable project management standards. (David, 2007), existing standards are unknown in the organization or the project managers do not possess the competence to use the standard in a proper way. It is still a question,  whereby (special plans in competence area, etc.)  and  what is a specific project language taken by organizations of the project type for communicating  with each other, with contractors and subcontractors whether in a number of them  project management standards were implemented and vice versa  part of participated organizations in the same project have not project management standards and knowledge towards specific tools.

First of all, the management standards are specific language of communications, with a set of professional tools, knowledge, skills, abilities, experience, competence and even philosophy.

The opinion written above can be also estimated by phrase  (Grau, 2012) – “It is much more reasonableto invest time and money to find the most adequate standard and to train project managers to use it efficiently”.  

It can be assumed that in organizations with an approach of project execution on the basis of only their own specific knowledge, some of the employees with more advanced intellection or rich professional background have not wishes in the project and participate in the project only due to “sharp life necessity” such as money or other restrictions for realizing themselves in other organizations.  Relying on scientific Investigation of  (David, 2007), in the research of Grau, 2012),  we can conclude that the high cost of implementing standards, the lack of specialists in an organization that can evaluate what specific type standards are suitable for  the organization, leave number of organizations executing  projects without management standards.  

It should also be noted that many organizations limit themselves only implementing software packages like Primavera, Microsoft Project or even Microsoft Office could be understood as de facto PM standards although they are  unlikely to reach the level of an official standard Grau, 2012).

A fairly common approach of managers in order to please a number of key stakeholders or get funding for a project  - to reduce the costs via poor quality of implemented standards as consequences much more losses could be faced by the organization.

The approach for saving funds through implementing poor qualitative or not suitable for the organization standards also can lead to reluctance to work of part of employees in the project and more superficially (less quality) to do their work, what can  adversely affect the project. What concerns  impact on the success of the organizations and consequently stress, depth of commitment of the employee due to  lacking or quality standards is also reflected in the research of Radujkovic @ Nahod as well as in the investigation of (Grau, 2012).

I found that the level of achievement of project management success greatly depends on the perception of competences.

       The reason of unwillingness 3 can be - project execution only on its own reference base, the use of only part of the necessary tools for project management can be reasons for unwillingness to work in the organizations by some employees.

Project Management Standards are one of the largest and encompassing all competence areas of the project organization  from one project to portfolios. Let us touch only  part of what can be comprehended  and should be included in the organization's standards through  the book of ( Huemann, HRM, 2016).

Possibly this area of knowledge is one of the key because it is the main thing - people in the project and the project area as a whole, who are they, how to understand them, how to manage, how to determine their abilities, meet their needs and enormous  other factors taking into consideration galloping pace of progress and changes of so called  psycho-type of every individual.

Considering this science area, we can see a bunch of  aspects  for research and besides the traditional focusing  on the success criteria through the triple restriction: cost, schedule, and performance Koops, L., (Bosch-Recveldt @ Hertogh, 2016).   It is necessary to understand the main thing – by who  and by what way  the objectives of the organization are reached  -  it is people (staff). The results of all over the world projects’ practices  and  sciences introduced  in standards should help employees  successfully achieve the results of the project, including  a clear understanding and comprehending  of what should be the relationship between the project members, supervisory staff and a project steering committee  considering differences in  specialization,  levels of responsibility as well as ensure no discrimination on the basis of race, age, disability, gender, etc. The influence of the human resource on the project is actual  and poorly studied. This topic is very multifaceted and has many gaps. There is no doubt that neglected attitude towards employees in projects is a violation or lack of necessary standards, which lead to reluctance to work in projects. Various aspects of studying the significance of the human resource can be emphasized in the researches  - “Contributing factor towards project failure is the neglect towards the role of humans in project management, a subject on which there is a paucity of research, in spite of it holding strategic importance in projects. Likewise, the role of leadership is also critical in achieving project outcomes “(Yang, Chen & Wang, 2012).  Project organizations need to take into account the research results and promote scientists  in these matters, allowing researchers to study processes and results inside of organizations during the execution of some projects. So, through the study of (Imam, 2021),  we can see conclusion  that implementation of shared leadership in IT projects has significant benefits, both at the individual and at the team level.  At the same time we can highlight inquiry:  (Chen @ Lin 2018), where we can see a direct positive impact on the results of work and the project as a whole through standards that define an individual assessment, promotion and as a result increase employee motivation, promote the commitment  and increase the quality of process. Shalley, Blum @ Gilson, 2009), individuals with high intrinsic motivation are inherently interested in their work and experience enjoyment and satisfaction when doing their jobs. Intrinsically motivated individuals also have desire for learning.

Aligning   the researches in one line  with the lack of  project management standards convey  us  the core  for the assumption  that the effect of lacking standards during carrying out projects can be reversed – unwillingness to work in project, low result of execution work.

Alike scientific researches are the basis for writing new standards, revising existing or add-ons for reducing the negative impact on personnel, which means to increase among employees interest in working in projects and as a result to increase the performance,  processes quality  in projects, programs, portfolios.

It is impossible in one research to reveal all  factors of negative impact on personnel but it is obvious  that  the fact of breaking the standards and neglected  attitude towards the staff can lead to unwillingness the staff  to work in the project organization and how the result  adversely affect to the project, programs and portfolios.

       The reason of unwillingness to work in project 4 can be – There is no approach of flexibility  and timely implementation of necessary changes to existing standards taking into account the features of communications in the team and identifying new trends that give more efficient results for both personal achievements of  individual in the team and for the team as a whole.

Stakeholders on different levels of the project organization like negative and positive influences for some projects

It is obvious, that the key stakeholders who await  benefits,  that can be only  through the success of projects, have to aware the fact that the success of the project is - people. People should have  wishes  to work in a project for qualitative execution of their tasks. It  means - through standards employees must have a clear work card, have a sense of security and justice. For underpinning the chain it is better to highlight: “Since the 1990s the research into finding best practices in project management has intensified” (Cooke-Davies, 2002). Since then, the  management of the project stepped far forward. For improvement  galloping progress in project area we can touch just one aspect such as the specialized software developing non-stop based on the requests of project organizations which is the great worth for running project organization.

There is no doubt that successful project management is  priority for many organizations.  Modern tools and the level of accumulated knowledge make  possibility to accurately calculate the execution of projects in the framework of the modern  restriction of stakeholders requests – “In fact, projects can be executed within the planned time and cost, while still not fully meeting the demands and expectations of the client” (Atkinson, 1999).

And nevertheless, very often during execution project something can go wrong. In my opinion mostly it depends on employees, standards of hiring. As pivotal assumption of some project problems is a result of unwillingness to work in project of part of personnel.

Key stakeholders who have a decisive  influence on the processes of work on all levels of the strategic pyramid from a  project to portfolio management, including the Project Committee, should pay attention to what extent desirable aims of project are comparable with quality of  the human resource. In the research of professors (Cookie-Devies,  Lechler,  @ Crawford, 2001),  there is given the example of which focused us – the people always put their own contribution in project. The same we can see in the research of (Cooke-Davies, 2002) studying the success factors of projects as well as in the research, (Cookie-Devies,  Lechler,  @ Crawford, 2001),  it referred to the fact that the study of the influence of the human factor on the success of the project was missed.  (Dvir, 2006) has a similar view:  in order to succeed in  commitment of employees for the project  whose personal features suit with the particular project, the organizations have to follow professional standards. Let  two simple thoughts  be put as if two trains on one way are moving on high speed to each other.1) There is a percentage of workers who have not wishes  to be / work in the project due to the lack of professional project management standards, and this group of workers negatively affects the success of the project, and therefore for the interests and expectations of stakeholders of different levels from the consumer to the project being involved and of course investors; 2) An organization, possibly in the face of management, which could not competently and professionally determined which type of standards is suitable for this or those  projects. Or key stakeholders, due to  various reasons, including the lack of proper information from the project managers, do not allocate funds for professional Project management standards. What can lead to the reluctance of performers to be / work in a project, like a result reducing the quality of the performance of processes, the outflow of specialists from both a specific project and from project-based organizations.   Definitely, we can count  many  gaps  and interdependencies between them which affect the success of the project, but in the case all gaps  have to be narrowed to one causal relationship – unwillingness to work in the project for various reasons like a key factor of affect the success of the project.

    The reason of unwillingness to work in project  5 can be  - a misunderstanding of key stakeholders at different levels to what extent neglecting attitude towards the human resource, including the absence or weak control of the quality of the performance of project management standards can affect the wishes of employees to work in projects.  Employees turnover can be a factor of negative impact on  success of the projects as a result  of previously  mentioned reasons.  Unwillingness  to work in projects  due to lack, poor control of quality applying standards and  other mentioned reasons can affect the flow of employees.  Thus, it can be assumed that part of employees who has/had reluctance  to work in the project as on the stage 1 - before being employed as on the stage 2  - realized the feelings of unwillingness to work in the project in process of execution personal work, adversely affect the project through the potential dismissal from the organization on base of  their own decisions or the non-compliance with requirements of organization.  Based on the foregoing it can be assumed that employees who have not wishes to  work in projects, beside of  direct negative impact on the project through lower quality of  processes, adversely affect the project by:

- additional cost on recruiting and retention of new employees as well as possible litigation

- training expenses for integration in the project of new specialists

- the absence of necessary specialists in the project due to the dismissal in the process of execution of the project.

 As a result of the preceding points -  projects can be  beyond the established restrictions: time, budget, quality, scope, etc. Consequence – negative impact on all organization to the portfolio.

The spreadsheet was drawn up on base of the first survey including the same employees and companies.

The purpose of the survey  is to determine the percentage of employees who have not wishes to work in projects according to the reasons included in the spreadsheet. The surveys of employees were conducted regardless of the psycho-type, roles, their positions in the project, etc.

Table 2.

 The result  shows some reasons and percentage of employees who have not  wishes to work in temporary organizations.  The data for this research were collected using an anonymous online survey. The approach was organized with the permission of the company managers.

Regarding to the standards for instance IPMA and GPM P5, which include category “Labor Practices and Decent Work” where the attention is paid on exceedingly difficult work and excessive demands it  can be supposed that the percentage of employees has to be a part of column of “Lack, unclear or inappropriate standards”.

    Negative impact on project success by employees who have not wishes to work in project.

Definitely for more precise result confirming negative impact of employees without desire to work in temporary organizations on project success it is necessary to have much more profound research for collecting data, but  based on the results of  workers’ surveys  which were taken  from 11 companies, it can be assumed that managers are directly controlling the personnel on the basis of their own experiences of relationships with the employees, KPI, etc. have opinion and internal data towards negative impact on project success by employees who have not wishes to work in project.

Employees who have not wishes to work in project organizations negatively impact on the project success.

The table for direct supervisors of respondents from 11 temporary organizations  was drawn up which included 4 variants of the answers on the question  - do employees who have not wishes to work in the temporary organization due to some reasons negatively impact on project success or not?

Table 3.

The employees who have not wishes to work in temporary organizations were estimated by their managers as a part of team who can negatively impact on project success.

The result of opinions of  surveyed of managers has shown that employees work unwillingly in the project for various reasons thus they can negatively affect the success of the project.

SUMMARY 

unwillingness and failure of project

 The key thought which was only touched in the research is – employee/s who have/has not wishes to work in temporary organizations due to some reasons, directly, invisibly or potentially negatively impact on success of project. As it can be seen from the survey of several organizations which are operating in different industries and countries percentage of employees who don’t want to work in project is quite huge. Moreover it is very important to emphasize that mostly, employees of category who don’t want to work in project had not the wishes to be in the project before being hired (on the so-called first stage). It can also be assumed that people who have not desire to work in project organization in face of individual or part of team can be on all levels of organizations as in the separate little project in position of just laborer, performing primitive physical work as a member of steering committee.     Whether in the research, being like fulcrum, we will take the opinions and experiences of surveyed  managers we will see that almost 100% of them stated – employees or  part of employees who don’t want to work in the project negatively impact on  project success.

Definitely, for confirming the statement more detailed and deeper investigation have to be done. Nevertheless, taking into consideration the result of the work, we can imagine that negative impact from people who don’t want to work in project sphere can cause huge and irreparably destructive results for PPP.

We should ask ourselves:

What is the percentage  of employees in every country and industry who have not wishes to work in project sphere due to some reasons? 

What is the percentage of such kind of employees in projects, programs, portfolios and on  which factors the ratio depends?

What is the percentage of the category of employees in every competence area? Does the difference of percentage exist and on which factors it depends?

The work  leaves  many questions, but one thing is obvious – unwillingness to work in project impact on the success of project organizations.  

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