Project Management and Viability of the Company: 
Case Study 
Aleš Trunk 
International School for Social and Business Studies, Slovenia 
ales.trunk@mfdps.si 
Aljoša Ga čnik 
SG Automotive, Slovenia 
aljosa.gaco@gmail.com 
Purpose: This study investigates the critical role of project management in enhancing 
a company's operational viability, focusing on a Slovenian automotive industry 
company as a case study. The research scrutinises the efficiency of project and 
resource management and its direct correlation with the company's business 
performance amidst the backdrop of an ever-evolving global market. The study 
provides concrete evidence of how effective project management can drive business 
success by delving into specific project examples. 
Study Design/Methodology/Approach: Adopting a mixed-methods approach, the 
study encompasses both qualitative and quantitative analyses. A case study of a 
selected company, which recently embarked on significant organisational 
restructuring to accommodate growing project demands, forms the core of our 
research. The study delves into the optimisation of project resources and its impact on 
the company's competitiveness and market position through detailed analysis, 
interviews, surveys, and comparing project management models before and after 
reorganisation. We employ descriptive statistics, inferential statistics, and content 
analysis to ensure a comprehensive understanding of the data. 
Findings: The research reveals that systematic project management significantly 
contributes to the company's efficiency and competitiveness. Key findings include 
increased project team efficiency, cost reduction, and improved global market 
competitiveness. Additionally, the study underscores the importance of a structured 
project office and robust resource management in attaining and surpassing projected 
business outcomes. Concrete examples from specific projects illustrate how 
challenges were addressed and resolved, providing practical insights for similar 
contexts. 
Originality/Value: This study contributes original insights into the strategic 
implementation of project management in a competitive industrial sector. By 
integrating theoretical knowledge with practical applications within the automotive 
industry, the research offers valuable perspectives on improving project management 
practices to enhance organisational viability and performance. Furthermore, the 
study's findings on resource optimisation and strategic project management provide a 
foundational framework for future research and practical applications in similar 
industrial contexts. The detailed case study examples enhance the practical relevance 
of the findings. 
 
Introduction 
Project management efficiency and resource allocation in our company are fraught with issues 
that need addressing. The core problem is that our current approach lacks clarity. Different 
stakeholders have biases that colour their perspectives, and our data is limited and inconsistent. 
This means we are not fully understanding what is happening with our projects. The result? We 
are often inefficient in how we allocate and manage resources. We must collect and analyse our 
data more thoroughly and consistently to face these challenges. Only then can we improve how 
we manage projects and allocate resources. 
International Journal of Management, Knowledge and Learning | ISSN 2232-5697
                    Volume 13 (2024) 129–141 | https://www.doi.org/10.53615/2232-5697.13.129-141

We conducted thorough research within the selected company, designed as a case study. It 
employs between 300 and 350 skilled workers, of whom 100 are at the core of the breathing 
team.  
Important historical developments related to this company took place in early 2018. At that 
time, an opportunity was reached, representing the first major step in the automotive industry. 
This step materialised through acquiring a large-scale project with a prominent role. This 
project represented as much as a third of the total annual turnover, which amounted to EUR 
30.000.000. With this achievement, the company is on track to establish itself as a key player 
in the automotive industry while helping to strengthen its position in the market. 
However, this story goes beyond the past, as it is also an excellent starting point for 
understanding the present and future of the company. The first step laid the foundations for 
continuous growth and development. By developing competencies, gaining experience and 
building relationships in the automotive industry, the company has created ever-increasing 
opportunities for its work and growth. 
The steady growth and subsequent increase in the number of new projects also required the 
reorganisation of the company and the formalisation of a separate and independent project 
office for the automotive industry's needs. The transformation and integration of the enterprise 
into the new sales programme of the automotive industry, and consequently the transition from 
the existing way of working to a more intensive industry, has brought about profound changes 
in the corporate governance approach, in particular project management, monitoring and use of 
project resources, given the increase in the number of new projects, project resources needed to 
be monitored more systematically, using a data model and analysis to identify potential 
weaknesses and advantages. Appropriate reporting to management, however, constitutes the 
basis for optimising resources on projects and the company's viability. 
The acquisition of resources, the primary financial resources and human capital, and their 
control is a core task of managing each company (Stone et al., 2020). The characteristics of 
companies' performance over the last 15 years are characterised by a flexible and less stable 
inflow of funding through various national and international projects (Boss and Krauss 2022). 
This is why knowledge of project management concepts is one of the pillars of corporate 
viability. Each project is complete with its microbusiness model (objectives, project duration, 
financial resources, human capital, project products) and must be organisationally integrated 
into the company's business model and contribute to its performance (Stare, 2011). 
Organisation's business model and strategic approach to the management of projects 
Project management is an end-to-end project management process (Heerkens, 2002). This 
includes planning, organising, managing and controlling all project elements to ensure 
completion in line with customer requirements and within the limited time and financial 
frameworks (Chelladurai & Kim, 2022). This may also include knowledge management, 
communication, monitoring of progress and monitoring of costs. To better understand the 
difference between a project and project management, it is first necessary to look at the 
definition of the project and the basic project management structure (Crawford, 2021). 
“By definition, the project is a one-off, forward-looking and cost-bound and targeted complex 
process of logically related activities to create products or services in line with IATF standards 
of quality and buyer requirements" (Dajsuren and van den Brand 2019). 
Viability of the company 
Monitoring and analysing performance is crucial for a company's success. This section explores 
whether performance analyses vary depending on the company's activity and identifies key 
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performance criteria. Long-term profitability is the primary objective, and analysing business 
performance helps take corrective measures to bridge the gap between planned and achieved 
objectives. 
The literature offers different definitions of business performance. In essence, it can be argued 
that this is each company's primary objective, which is reflected in an increase in profitability 
in the long term. Analysing and monitoring performance is, therefore, crucial for the company. 
In determining the company's viability, the basic principle of management should be taken into 
account, namely how to achieve the best possible result by minimising investment. 
Management performance is measured using the management performance indicator and is 
calculated as the ratio between management objectives and means to achieve objectives (Pu čko 
& Rozman, 2012): 
The company's commercial success is defined as the primary purpose and purpose of the 
company's existence and functioning. A distinction can be made between a company's 
commercial and economic success. Business success is a financial statement and refers to the 
demonstration of an enterprise's performance over a shorter period of time. The length of the 
period may affect the credibility of the entity's reported performance. The economic success of 
the business can be determined through the value of equity capital. It is calculated as the 
difference between the market value of equity at the beginning of the business period and the 
market value of equity at the end of the financial period (Pu čko, 2004; Englund & Graham, 
2019). 
Monitoring the firm's performance as a difference in value at the end and the beginning of a 
shorter period is inappropriate. A company's long-term success is often different from its short-
term success. Therefore, in analysing the company's operations, it is best placed to seek to draw 
on the company's business performance, which has been established by accounting and to 
correct it in such a way as to bring it closer to the company's actual economic success (Pu čko, 
2004). 
It is, therefore, crucial for the company that the company's viability is assessed and monitored. 
Different comparative bases can be used for this purpose. The monitoring of the company's 
performance by comparing performance with the performance achieved in the previous period, 
with the average success of companies within the same industry, with the performance of a 
related company and the planned success of the company are only some possible benchmark 
bases (Pulp, 2004). 
Monitoring the performance of the company 
Monitoring aims to achieve set objectives, such as increasing revenues and profits. It involves 
measuring profit or loss, comparing performance with previous periods, industry averages, or 
related companies, and making necessary adjustments to achieve business goals. (Pu čko 2004). 
Monitoring a company's performance can be defined as measuring profit or loss. The prudential 
accounting rules define profit or loss as identifying the difference between turnover and 
expenses related to sales (Due Diligence Accounting Rules, 2018). 
Accounting indicators are relative numbers obtained when comparing two categories. They 
may be presented as shares, coefficients, or indices. An entity may choose which indicators to 
use to measure the viability of its operations. The use of indicators is regulated in the 
preparation of the annual financial report (Slovenia Institute of Audit 2018). 
Analysing a company's business performance is important in monitoring and assessing its 
performance and identifying deviations between planned and achieved objectives. Based on the 
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findings from the analysis of business performance, the company must take certain measures 
to eliminate the differences between objectives and those achieved (Pu čko, 2004; Ansoff et al., 
2018). 
Changes, strategies and projects 
Strategic planning and strategic project management are two related processes used to achieve 
a company's long-term objectives. Strategic planning helps a company set guidelines and 
objectives for the future. It includes analysing the current situation, identifying opportunities 
and risks, and planning the changes needed to achieve the objectives (Kerzner, 2022). 
Strategic project management, however, focuses on managing projects relevant to achieving 
the company's objectives. This includes aligning project objectives with the company's 
objectives and planning, implementing, and controlling projects to achieve the company's 
objectives (Hopkin, 2018; Wideman, 2022). 
Strategic planning and project management are interlinked, as the strategic plans set out the 
company's objectives to be implemented by the projects (Luthans & Doh, 2018). Effective 
strategic planning and project management are key to the company's success and the 
achievement of its objectives in the long term (Verši č, 2018). 
The changes, strategies and projects relate to the changes the company wants and how it will 
implement them. The company's strategy is a plan to achieve its objectives in the long term. 
Projects are specific activities undertaken by a company to achieve the objectives of its strategy. 
Strategic project management focuses on aligning projects with the company's strategy and 
effectively implementing projects to achieve the company's objectives (Mahapatro, 2022; Hitt 
et al., 2019). 
It is often said that managing projects involving change management is the most difficult. This 
section shows the four basic inputs needed to develop the project management methodology. 
Any change in a company's organisation contains a so-called 'human' side, which may require 
people to change if the company wants to achieve its strategy (Brown et al., 2018; Thomas & 
Mengels, 2008). 
Research 
The research examined the research problem: effective management of projects/project 
resources from the point of view of the viability of the company. The study aims to provide 
systemic support for projects and improve overall company efficiency by designing and 
presenting an appropriate model for monitoring and controlling project resources. As part of 
our research, we examined the effective management of projects or project resources from the 
point of view of the company's viability. The fundamental purpose is to understand the data 
monitoring processes in the field of project resources for decision-making and successful 
management of the selected company. 
We have prepared the research because we want to design and present an appropriate model for 
monitoring and controlling project resources in the context of the selected company's business. 
The model should allow for systemic support for projects in a selected company, allowing for 
major data analytics and thus verifying various project performance and effectiveness 
indicators. In this context, we examined how the systematic monitoring of the allocation of 
resources to projects and proper reporting to management allows for greater efficiency of the 
work on projects and contributes to a more efficient operation of the whole company, which is 
also reflected in the efficient planning of resources for the acquisition of new projects. 
The objectives we set for the research are: 
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• Study literature and research in the field of project management. 
• Examine the company's organisational regulations and standard IATF 16949 regarding 
monitoring, management, and control of the use of project resources. 
• In the selected company, compare the monitoring of resources on projects before and 
after implementing the new data model and identify the strengths and weaknesses of the 
old and new project resource consumption monitoring model. 
Envisaged research questions and limitations to the problem 
This research aimed to understand how effective project management can enhance a company's 
operational viability, using a Slovenian automotive industry company as our case study. The 
research is qualitative and has a fundamental purpose of understanding data monitoring 
processes in the field of project resources for decision-making and successful management of 
the selected company (case study). 
The research sought to answer the following research questions: 
• How do we optimise resources through the different phases of the projects to 
successfully accomplish all tasks? 
• How does the new resource management approach affect the work of the project 
manager? 
• How do we design reporting to the company's management as a basis for decision-
making? 
• How do the results of the data model affect employee satisfaction? 
Our research is already restricted because we selected a case study, and the research results 
need to be understood in the context of the selected company's operating conditions. Several 
methods and stakeholders have been chosen to make the results more objective. 
First, we designed our study using a mixed-methods approach. This means we combined both 
qualitative and quantitative methods to get a well-rounded view of the situation. Our primary 
focus was on a company that employs between 300 and 350 workers, with 100 central to the 
project team. This company faced a significant change in early 2018 when it acquired a major 
project that comprised a third of its annual turnover, amounting to €30,000,000. This event 
marked a pivotal moment, leading to the need for restructuring to handle increasing project 
demands. 
The assumptions made in our research assume that employees are made aware, prior to the 
launch of the pilot project, of the purpose, objective, and duration of the pilot project, as well 
as the monitoring of resource consumption on automotive projects. Earlier studies and training 
have been carried out to use and enter the data model. The assumption is that employees enter 
the data model in real terms of hours spent on projects. Stakeholders only see their table of 
hours spent and enter data for the current month; the head hides the previous month at the 
beginning of the month. The analyst and the results are presented on quarterly reports by the 
head of the project office. In order to better show and use the data, we reduced the monitoring 
of the use of resources to three projects that took place simultaneously in 2021 and 2022, which 
were comparable in scope and complexity. 
For our data collection, we started with qualitative methods. We conducted semi-structured 
interviews with the company's management and project managers. These interviews were 
designed to explore their project management practices, how they allocate resources, and the 
effects of the restructuring on project outcomes. To support and enrich the interview data, we 
also performed a content analysis of relevant company documents, including project reports, 
internal communications, and organisational charts. 
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On the quantitative side, we distributed survey questionnaires to 4 project managers and 30 
employees within the automotive segment. These surveys included various questions measured 
on a five-point Likert scale to capture perceptions of project management efficiency, resource 
utilisation, and employee satisfaction. Before rolling out the full survey, we conducted a pre-
test on a small sample to ensure that our questions were clear and relevant. Based on the 
feedback, we made necessary adjustments to the survey; the questionnaire was drawn up in the 
1KA application. Our questionnaire used arguments on a simple scale and a 5-step Likert scale. 
The introductory part of the survey contained demographic data. The resulting data were 
processed and interpreted using MS Excel and displayed in tables and charts. The data were 
analysed using descriptive statistics (frequency distribution, arithmetic mean, standard 
deviation) and reference statistics. 
Research methodology: Case studies and research plan 
We conducted the research as a case study at the selected company. We used a qualitative and 
quantitative approach. We used a comprehensive methodology, including a qualitative and 
quantitative approach. Combining these two methodological approaches allowed us to gain a 
deeper understanding and comprehensive insight into the research problem. 
The qualitative approach allowed us to analyse the undertaking's specific aspects and context 
in-depth. This enabled us to explore employees' and management's subjective opinions, 
experiences, and views. Qualitative interviews, observation, and documentation analysis 
allowed us to understand the wider context in which the reorganisation and project changes 
took place. 
However, the quantitative approach provided an empirical basis by allowing the collection of 
quantitative data to verify the statistical relevance of our findings. Analysing figures, data on 
productivity, costs and other quantifiable factors has provided an objective picture of the 
effectiveness of business change and reorganisation. 
Our key method was a case study focused on the selected company. This allowed us to deepen 
our understanding of a realistic life case, analyse it from several different angles, and gain 
insights into its complexity through the research question. This brought together the advantages 
of the two methodological approaches and can provide a comprehensive understanding of the 
research problem and its impact on the company's operations. 
In the context of the case study, we used different models, namely: 
• Analysis and interpretation of the data model (the 2021 comparison and the upgrading 
of the data model in 2022) 
• Interviews with the company’s management 
• Survey questionnaire for project managers 
• Survey questionnaire among staff 
Qualitative data have been processed using substantive text analysis and open coding. 
Quantitative data, using descriptive statistics, where we checked the reliability of the sample 
using the reliability method Cronbach's alpha. This method assesses how consistent and reliable 
the different measurement units (e.g. survey questions) relate to the same concept or 
arrangement. Cronbach's alpha measures internal consistency, i.e. how well individual units are 
linked to other units on the same scale. A higher coefficient alpha value normally indicates that 
the measurement is more reliable. Typically, alpha values range between 0 and 1, with higher 
values showing better internal consistency (Adeniran, 2019). 
When it came to data analysis, we approached it from both qualitative and quantitative 
perspectives. For the qualitative data, we used thematic analysis to identify key themes and 
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patterns from the interview transcripts and document content. We employed open coding to 
categorise the categories semantically and triangulated our findings from different sources to 
ensure they were reliable and valid. For the quantitative data, we used descriptive statistics to 
summarise responses, such as frequency distributions, arithmetic means, and standard 
deviations. We also applied inferential statistics like t-tests or ANOVA to determine the 
significance of any differences observed between pre- and post-restructuring resource 
management practices. To ensure the reliability of our survey items, we calculated Cronbach's 
alpha, aiming for a value above 0.7. 
In comparing the monitoring of resources on projects before and after the new data model was 
implemented, we identified the strengths and weaknesses of both the old and new models. This 
comparison allowed us to highlight significant improvements in project efficiency, cost 
reduction, and competitiveness. We used specific project examples to illustrate these changes 
concretely. 
Our findings were then compiled into comprehensive reports for the company's management. 
These reports included detailed analyses and interpretations supported by visual aids like graphs 
and tables to enhance clarity. Based on our findings, we provided actionable recommendations 
for optimising resource management and improving project efficiency. 
Finally, we assessed how the new resource management approach impacted employee 
satisfaction through survey responses and interview insights. We found that systematic 
monitoring and reporting led to improved project outcomes and overall company efficiency. 
The research concluded with actionable recommendations, emphasising the importance of 
strategic project management practices in enhancing operational viability, which can be applied 
to similar industrial contexts. All research steps were meticulously documented to ensure 
transparency and replicability, offering valuable insights into how project management can 
drive business success. 
Summary and interpretation of the data collected 
The basic purpose of the task was to understand the data monitoring processes in the area of 
project resources for decision-making and effective management. In particular, we asked how 
systematic monitoring of the allocation of resources to projects and proper reporting to 
management enable greater efficiency in the work on projects and contribute to a more efficient 
business as a whole, which is also reflected in the efficient planning of resources for the 
acquisition of new projects. 
As part of our research, we sought to answer four research questions through a survey of 30 
automotive industry employees, 4 project managers, and half a structured interview with the 
chairman of the company's management board. 
R1: How can resources be optimised through the different phases of the projects to accomplish 
all tasks successfully? 
The staff survey suggests that it is slightly in favour of newcomers, 54 %, which can help 
improve efficiency and innovation through new ideas. However, experienced employees, with 
a share of 37 %, must gain the necessary knowledge to bring projects to a successful conclusion. 
Optimisation results from the staff's experience correlating their operations under project 
management. 60% of project managers replied that they had been in this position for more than 
ten years and, as a whole, integrated the use of project resources in weekly reporting to 
management. It is apparent from the interview with the management that they were primarily 
led to reorganisation and opting in by a purchaser who wished to know the situation concerning 
the capacity and management of the projects. The initiative to set up a project office is also 
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reflected in the staff reply to question 6, where 34% consider that the company has neither been 
effective nor ineffective in implementing the projects over the last three years. 32% of 
respondents agree on occupancy, and 31% on motivation and satisfaction. 51% of the 
employees surveyed consider the development of technological progress to be effective. 
All project managers saw the new model for the utilisation of financial resources as better; two 
of them considered the new model for the utilisation of time resources and estimated human 
resources to be significantly better. The effectiveness of the utilisation of human resources is 
also demonstrated by staff responses, where 71% consider communication within the project 
team to be the most important. The good work done by the project managers shows that 54% 
of staff believe that the work of the project leader and its management is very important. Nor 
can we ignore that 49% of employees consider updating skills within the project team very 
important. 
Optimising resources in the project is crucial for the successful accomplishment of all tasks. 
Here are some steps you can take to optimise resources through the different phases of the 
project: 
• Planning: In project planning, it is important to identify resource needs and allocate 
them between the different phases of the project. 
• Organisation: Organise the team and resources to complement each other best. 
• Supervision: Control resource use and monitor the project's progress to ensure efficient 
resource use. 
• Adaptation: Monitor changes in the project and adapt resources as necessary to ensure 
that the project is implemented as planned. 
• Communication: During the project, problems often arise that need to be solved. 
Successful problem-solving requires good communication between the team and 
resource managers. 
• Evaluation: At the end of the project, it is important to examine how the project was 
implemented and how resources were used to improve resource management in future 
projects. 
R2: How does the new resource management approach affect the work of the project manager? 
The staff survey and the survey for project managers show that the firm has the right mix of 
experienced employees and young staff who can quickly and successfully integrate the new 
approaches to project management and the nature of the work. The Project Office consists of 4 
project managers, three of whom have more than 10 years of work experience in the field and 
are formed by managers. This information is also confirmed in the Leaders' Survey, where the 
three managers completed more than five projects. 
The project manager's work is also influenced by the employee's opinion on how the project 
manager is managed. As a result of the staff survey, 60% replied that the head had consulted 
the project members and then decided. 29% have experience with a head who chooses and 
divides the work among colleagues and supervises the work. The management's interest also 
influences the work of project managers in mobilising specific resources. One project manager 
replied that there is a medium interest in the use of time resources, and two, there is a medium 
interest in utilising human resources. Three think that there is a strong interest in using financial 
resources. However, an interview with management shows that efforts are being made to 
contain all three indicators: financial, time and human resources. According to the answer, the 
company aims to make the projects more complex by managing all three pillars. This is very 
effective in the area of accountability after assessing the factors affecting the effectiveness and 
efficiency of project management by the two project managers. The three leaders consider 
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accurate planning, communication, change management, and quality management to be 
effective factors. 
The whole set of factors affecting the management and work of project managers leads to results 
that directly demonstrate the characteristics of a good project manager and the achievement of 
objectives. The management also shows this to business partners as a reference for security, 
quality, and capacity to attract new projects. 
The new resource management approach can influence the work of the project manager in 
several ways: 
• Better organisation: New approaches to resource management can help project 
managers organise and allocate resources, which can lead to more efficient work. 
• Better supervision: New approaches to resource management can help project managers 
better monitor resource use and project progress, which may lead to a more successful 
implementation. 
• Better communication: New approaches to resource management can help project 
managers communicate better and cooperate with team members and resource 
managers, which can lead to better problem-solving and improvements in project 
implementation. 
• Better monitoring: New approaches to resource management can help project managers 
better monitor and adapt resources as needed, which may lead to better project 
implementation. 
• Better evaluation: New approaches to resource management can help project managers 
better evaluate how the project was implemented and how resources were used, which 
can lead to better resource management in future projects. 
However, it is crucial that new approaches are selected and adapted to the specific needs of the 
project and team and that the project leader becomes aware and trained to apply new methods. 
 
R3: How do we design reporting to the company's management as a basis for decision-making? 
Given that the company developed, adapted, restructured, and restructured over the years of 
operation on the global market in various programmes, as reflected in the response to the 
company's management interview, a rethinking of the method of reporting to management was 
necessary. 
The replies from the survey with project managers show an assessment of the utilisation of 
project resources over the last three years, where progress was made in terms of increased 
transparency and an effective demonstration of model management and, thus, project resources. 
Management points out from the interview that input data obtained from project managers' 
reports has taken an important step towards motivating staff. The integration of key 
performance indicators aims to reward staff and set monitoring criteria for all three pillars 
(financial, time, and human resources) to set objectives and potential for new projects for 
buyers.  
It is important to note that staff motivation and performance are established from the peak to 
the machine line employee. Through vertical promotion and knowledge of the causal results of 
the company's operations, each employee impacts the effectiveness and efficiency of project 
management. 
 The preparation of reports to the management of the company requires the following steps as 
a basis for decision-making: 
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• Identify target audiences: Before starting to draw up a report, it is important to identify 
to whom it is intended and what kind of information they need. 
• Identify key data: Identify the key data you wish to provide in the report and classify 
them according to their relevance to management. 
• Select suitable graphs and tables: To make the report more transparent and 
understandable, select suitable ways of displaying data, such as graphs and tables. 
• Include analysis and interpretation of data: The report should include not only data but 
also an analysis and interpretation of data to help company management understand 
relevant trends and make decisions. 
• Identify key measures: Specify the key actions that the company's management can take 
based on the data and analysis in the report. 
• Specify the method and frequency of reporting: Set out the method and frequency of 
reporting that will enable the company's management to keep abreast of progress and 
make decisions. 
• Test report: Check the test audience report and adapt it, if necessary, before sending it 
to the company's management. 
It is important that the report contains relevant, accurate, and up-to-date data to help the 
company's management make decisions that will benefit the company. 
R4: How do the results of the data model affect employee satisfaction? 
As management, the data model was designed to allow a better overview of the entire project 
team's operations, monitoring, control and fairer incentives. This implies increased satisfaction 
for project managers and staff. This is also evidenced by the responses to the staff survey 
questionnaire, as satisfaction with the organisation of project management has increased after 
the implementation of the data model. 49% of staff are satisfied, and 26% are very satisfied 
with the changes in project management over the last three years. 60% are satisfied. The change 
had positive effects across the board. 
The effectiveness of project management and the individual's influence through the different 
phases of the project through better communication, accountability, accurate planning, and 
change management are all the result of a systematic approach: transparency of the data model 
increases trust and employee satisfaction. 
The results of the data model may have an impact on employee satisfaction in several ways: 
• Increase in efficiency: If a data model helps a company better understand and manage 
its operations, it can increase employees' efficiency and enable them to work more 
efficiently. 
• Increasing motivation: If the data model helps employees better understand and monitor 
their work and achieve better results, it can increase their motivation and satisfaction. 
• Increasing the sense of control: If the data model helps employees to understand their 
work better and monitor it, this can increase their sense of control over their work and, 
consequently, their satisfaction. 
• Increase the sense of belonging: If a data model helps a company better understand and 
manage its operations, this can increase employees' sense of belonging to the company, 
which can positively impact their satisfaction. 
• Increasing confidence: If a data model helps a company to understand and manage its 
operations better, this can increase employees' confidence in the company and 
management, which can positively impact their satisfaction. 
 
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Conclusion 
The research results show that managing project resources (cost, time, human) and thus 
increasing staff efficiency and management's satisfaction is a key performance indicator for the 
company's good performance. Optimising and planning project resources based on the 
historical results of data models and knowledge of the buyer's requirements, norms and 
standards lead to better resource planning for new potential projects and increases 
competitiveness on the global market and, thus, the company's survival, which affects 
employees' satisfaction, their security and stability in building a career within a company. Taken 
together, it represents a very good starting point for optimising costs, working hours, human 
resources, progress in the valuation of calibration models, and preparing more competitive 
offers for new buyers. However, the satisfaction of employees, which is a key resource for 
managing efficient processes, should be addressed. Staff members are satisfied with their work 
on the projects when they are organised and within the planned time frames and when the 
project has good administrative support. The project manager, his management mode, and 
communication within the project team should maintain the culture within the company. 
The automotive industry is specific and highly sophisticated in terms of its project phases and 
individual milestones, which are also intermediate stages of project maturity and, at the same 
time, safeguards for escalating processes. A timely reaction to the deviation is key to achieving 
the common objective, representing the largescale production in the automotive industry, or as 
expressed in the English SOP – Start of production. 
The research aimed to optimise existing resources regarding project transparency, occupying 
staff and setting cost limits (budgets) for future projects in the automotive industry. The 
research results clearly show that it is crucial to focus on managing project resources, including 
costs, time and human resources. This approach raises the level of performance of employees 
while at the same time strengthening management's satisfaction, which represents essential 
performance indicators for the sustainable performance of the firm. 
Optimal exploitation and planning of project resources, based on past data model outputs and 
compliance with customer requirements, norms, and standards, has proven crucial in improving 
resource planning in future projects. This approach contributes to raising the company's 
competitiveness in the global market, affecting its long-term viability and enabling growth and 
progress. 
At the same time, the fundamental impact on employee satisfaction should be addressed as they 
are a key driver of efficient processes. Employees are satisfied when projects are organised and 
implemented within the planned timeframes while also contributing to effective administrative 
support to projects. 
The role of the project manager is of utmost importance, as its management mode and the ability 
to communicate within the project team influence project performance. We also need to 
consider the company's general culture, which plays a key role in creating a working 
environment where employees reach their best potential. 
The research results provide a solid basis for optimising processes, paying particular attention 
to reducing costs, making better use of working time, properly managing human resources, and 
upgrading evaluation models. This opens up opportunities to create more attractive offers for 
new customers, leading to sustainable growth in the long term. 
The master's work results have important application value. At the level of the selected 
company, the results contribute to improving the project management model, which increases 
the company's efficiency. In addition, the results are useful for other stakeholders involved in 
project management who wish to make improvements in similar cases in their companies. Their 
Trunk & Ga čnik | Project Management and Viability of the Company 139

use of results allows for better resource management, reduced costs, and improved project 
management results. 
The expected benefits and contributions of our research are multifaceted. On a practical level, 
our work has enabled the company to improve the model of monitoring and management of 
project resources, which will help to increase the efficiency of project management and, as a 
result, improve the company's operations. By establishing an important data analytics system, 
the company will be able to monitor key performance and efficiency indicators for projects, 
allowing for better decision-making and optimisation of resources on projects. 
At the scientific level, our research contributes to understanding the processes for monitoring 
data on project sources and their impact on the company's performance. Our research 
complements existing knowledge by focusing on practical implementation and results in the 
selected company. This contributed to the development of scientific knowledge in the fields of 
project management and resource management and their impact on company performance. 
Our research contributes to scientific literature in the form of a case study that provides insight 
into the practice and concrete application of a project resource monitoring and management 
model. This helps to spread scientific understanding and knowledge transfer in the field of 
project management. 
Overall, our research has practical value for the selected company, as it will improve the project 
management model and operations' efficiency and effectiveness. At the same time, it will also 
provide scientific input by broadening the resource management knowledge of projects and 
their impact on company performance. 
An additional possibility of upgrading the task is opened in the area of the linkage and 
optimisation of resources also in serial production and after the end of the serial production, 
where, due to the need for spare parts for 15 years after the conclusion of the latter, each supplier 
contractually commits to 10% of the annual serial quantity, which represents a significant 
potential and, at the same time, a bottleneck for new projects. 
Original input to the practice and theory 
The research presented in this study makes significant contributions both practically and 
theoretically, although these contributions need to be more explicitly outlined. Practically, the 
study provides a detailed model for project resource monitoring and management, tailored 
specifically to a company in the automotive industry that has undergone significant 
restructuring. This model is based on real-world data and experiences, making it highly 
applicable for similar companies looking to enhance their project management practices. By 
adopting this model, companies can expect improvements in project efficiency, cost reduction, 
and resource optimisation. 
Theoretically, the study contributes to the body of knowledge in project management by 
offering a nuanced understanding of how resource allocation and management practices impact 
overall business performance. It bridges the gap between theoretical frameworks and practical 
applications by demonstrating how strategic project management can be implemented 
effectively in a dynamic industrial environment. Additionally, the research highlights the 
importance of adapting project management theories to the specific needs of the automotive 
industry, thereby enriching the existing literature with context-specific insights. 
 
 
Trunk & Ga čnik | Project Management and Viability of the Company 140

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