ASPECTS OF DIGITAL PROJECT MANAGEMENT

Projects have always been important for com­ panies, because corporate strategy is realized in the course of project (Görög, 2013). Despite this impor­ tance and the amount of money spent on projects each year, the success rate still can be considered to be very low (cf. Bredillet, 2007). Thus, researchers elaborated complex and versatile project manage­ ment frameworks, guidelines, and tools which can improve the project management practices of com­ panies (Görög, 2013; Nemeslaki, 1995; Project Man­ agement Institute, 2017). However, at the advent of the new millennium, new challenges and opportu­ nities appeared which further evolved during the current decade (Mészáros, 2010). One of these was the turbulent development of IT, and due to this de­ velopment, virtual management was available for companies. Nowadays virtual teams and collabora­ tions are not rare; more and more companies tend to apply it in one or more of their processes (c.f. Daim et al., 2012). This has led to the newest chap­ ter of management, in which geographical bound­ aries do not create such a constraint as before. Many authors agree that we now live in an era of digitalization, which enhances all the aspects of management. The defining characteristics of this era are the reduction in travel costs, reduction in the duration of tasks, the abundance of information, and better document storage. However, it has short­ comings as well, which include the reduction in per­ sonal communication and the higher need for using IT tools, which requires solid IT knowledge (cf. Bankewitz, Aberg & Teuchert, 2016; Kishnani, 2017). These make project management to some extent more complex, and to some extent easier (Lipnack & Stamps, 2001). However, this new environment has changed the elements of project management.