Developing gender maturity models of project and program management system

Authors

DOI:

https://doi.org/10.15587/1729-4061.2017.28031

Keywords:

gender mainstreaming, management maturity, gender maturity of the organization, organizational capacity, gender responsibility

Abstract

Conceptual approaches to the formation of gender sensitivity of the project and program management system are analyzed according to global gender equality principles in business (Gender Equality Principles, GEP). The organizational and structural specificity of integrating gender components was identified and their relational impact on the level of organizational maturity of project management of companies was highlighted.

The conceptual model of integrating gender components in the architecture of the organizational capacity of companies was offered in the context of the mission, strategic planning; structure and management style; adaptability; partnership and cooperation; role in the sector; provision of services; financial viability and resource mobilization.

Gender maturity assessment model was developed on the platform of the project management maturity model (PMMM). The need to use gender mainstreaming technology to improve organizational maturity, including at the level of “benchmarking” is emphasized. The gender maturity assessment model of organizational processes was developed as a result of integration of two dimensions: organizational capacity (seven system blocks) and gender sensitivity (five principles) of companies. It is noted that the responsibility for centralized coordination of integration of gender mainstreaming in the project and program management is assigned to Gender-responsible Project Management Office (G-PMO).

Cognitive causal model of gender maturity of the project and program management system was proposed based on the principles of gender equality and maturity model of project management. The stages of gender maturity of the project management system were outlined: (“knowledge of gender terminology”, “mastering specific techniques and tools by the project team”, “gender mainstreaming technologies integration into a single project and program management system”, “gender mainstreaming technologies benchmarking”, “achieving more gender-sensitive values of projects and programs”. The proposed assessment tool can be used to measure the gender maturity of both a separate unit, and the organization as a whole.

Author Biographies

Tetiana Fesenko, Luhansk National Agrarian University Аlchevskykh str., 44, Kharkiv, Ukraine, 61002

PhD, Associate Professor

Department of Engineering and Architecture

 

Galyna Fesenko, O. M. Beketov National University of Urban Economy in Kharkiv Marshala Bazhanova str., 17, Kharkiv, Ukraine, 61002

PhD, Associate Professor

Department of History and Cultural Studies

References

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Published

2017-02-27

How to Cite

Fesenko, T., & Fesenko, G. (2017). Developing gender maturity models of project and program management system. Eastern-European Journal of Enterprise Technologies, 1(3 (85), 46–55. https://doi.org/10.15587/1729-4061.2017.28031

Issue

Vol. 1 No. 3 (85) (2017): Control processes

Section

Control processes

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Copyright (c) 2017 Tetiana Fesenko, Galyna Fesenko

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