Özet:

The theoretical and practical models of project management offices and the basic principles of creating a Gender-Oriented Project Management Office (РМОG) are analyzed. Attention is drawn to the peculiarities of gender logical project management systems. Approaches and methods for assessing the maturity of the project office are defined. The gender component is extrapolated to the contextual parameters of the project management knowledge areas. The model of estimation of РМОG maturity in the context of the development of gender-oriented project management is developed. It is noted that the level of gender responsibility of РМОG can range from advisory support to the continuous improvement of gender-sensitive project management. A mathematical description is proposed for estimating the level of РМОG maturity. Eight levels of РМОG maturity are outlined: “definition of goals and objectives of the РМОG”; “organization of РМОG”; “development of methods for effective gender-oriented project management”; “development of the organization gender competence”; “recognition of РМОG effectiveness”; “РМОG – center for gender-based project management”; “creation of additional, inclusive, gender project values”; “center for the development of gender-oriented project management”. The global criterion range as a maturity indicator of РМОG is calculated for each level.The proposed evaluation tool can be used by the РМОG directorates and top management of gender-responsible organizations to self-assess the progress in the development of gender-based project management, as well as to select the actions needed to move to a higher level of maturity Author Biographies Tetiana Fesenko, Luhansk National Agrarian University Alchevskykh str., 44, Kharkiv, Ukraine, 61002 PhD, Associate Professor Department of Engineering and Architecture

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