Company X was faced with unsuccessful project execution and therefore wanted to renew and digitally transform its project management process. This master's thesis aimed to propose the optimization of the project management process and, based on the optimization, to propose its digital transformation. We analysed five projects managed either with the classical project management method or with the SCRUM method and compared their performance. SCRUM-managed projects were more successful in terms of budget spend, with higher levels of transparency and stakeholder engagement, and lower levels of risk than projects managed using the classic method. Inadequate communication and incomplete documentation, lack of transparency, and poor stakeholder engagement in product development were responsible for project failure in the company studied. Renovating and digitally transforming the process proved to be fit for purpose, the risk of excessive budget spending decreased, stakeholder satisfaction was higher, and the company gained all the necessary means to regularly monitor the performance of the projects.
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