Monitoring and Control in Program Management as Effectiveness Drivers in Polish Energy Sector. Diagnosis and Directions of Improvement

• Published in: Energies (Basel) Vol. 14; no. 15; p. 4661
• Main Authors: Trzeciak, Mateusz, Jonek-Kowalska, Izabela
• Format: Journal Article
• Language: English
• Published: Basel MDPI AG 01.08.2021
• Subjects: Energy industry; Environmental policy; management in energy sector; monitoring and control process; Polish energy enterprises; project and program management; Project management; Social responsibility; Strategic management; Sustainable development
• ISSN: 1996-1073; 1996-1073
• DOI: 10.3390/en14154661

The activity of enterprises in the energy sector is complicated by the complexity and capital intensity of the resources and processes used. In the current market conditions, an additional challenge is the implementation of sustainable development, including, in particular, environmental and social goals. These circumstances require efficient and effective management, and this is possible, inter alia, thanks to the use of the project management. However, this approach requires not only implementation, but also professional monitoring and control, which is considered and diagnosed in this article. The purpose of this article is to: (a) verify the programme management areas subject to the monitoring and control process; (b) identify and evaluate the effectiveness of the most frequently used methods in the process of monitoring and control of the programme implementation. A qualitative study using a structured interview was conducted among 21 experts involved in the implementation of programmes from the energy sector. The authors found that energy companies monitor and control programmes in key, but traditional areas such as lead times, costs, risks and benefits. They less often refer to ‘soft’ areas of management, such as: work, communication or quality. In terms of the monitoring and control methodology used, significant discrepancies were found between the methods considered effective and those that are most often used in practice. This requires decisive improvement actions. At the same time, it is worth emphasising that the majority of managers prefer compact and quantifiable forms of monitoring and control, such as: earned value method, Gantt chart and comparing plans to results in individual areas. The sector also lacks a systemic approach to programme management, which should be distinguished from single project management, which is why the authors presented their own approach to solving this problem.