As practice shows, the success of project implementation depends on the clear and integrated interaction between stakeholders, the project manager, and the movable context. Such an interaction exists on the level of mental spaces. If the mental spaces are congruent, in other words, all things are in the space of clear and univocal understanding of all aspects of the project, “are speaking the same language,” then project implementation is clear, exact, and in time. On practice, it is observed that full understanding is absent during project initialization and implementation and mental space cannot be congruent completely or is congruent partially. This situation exists during the implementation of the international projects, which involves working together with specialists from different countries. In this case, the project manager must organize interaction between different mental spaces. A research hypothesis consists of the assumption that the interaction between mental spaces of the movable context, stakeholders, and the project manager is carried out in a blended mental space. This space is temporary in relative to other mental spaces during the project life cycle; the project manager should manage this space through the usage of different skills. The research was carried out by scientific methods of theories of mental and blended spaces, and the theory of knowledge, i.e. theoretical and empirical research using project management approaches. The research’s results showed that organization of interaction in the blended mental space with using appropriate competencies of the project manager provides successful project implementation. The theoretical base of research is presented in the example of the implementation of one of the largest infrastructure projects in Ukraine: New Safe Confinement Construction.
Balashov, А. I., Rogova, E. M., Tikhonova, M. V., & Tkachenko, M. V. (2013). Project Management: Text-book for Bachelor [Upravlenie proektami: uchebnik dlia bakalavrov]. Yurai, Moskow, Russia.
Bourne, L., & Walker, D. H. T. (2006). Visualizing stakeholder influence - two Australian examples. Project Management Journal, 37(1), pp. 5-21.
Boychenko, G. N., Gurevich, L. I., & Kundozerova, L. I. (2008). Organization culture of distributed education project in personality’s mental space development. European Journal of Natural history, 2, pp. 90-92.
Burak, N., & Rak, Yu. (2014). Model of project information environment of rescuers training improvement in mental space of IT technologies [Model proektno-informatsiinogo seredovyshcha pokrashchennia pidgotovky riatuvalnykiv v mentalnomu prostori IT-tekhnologii]. LDU BZHD Newsletter, 10, pp. 24-31.
Bushuev, S., Yaroshenko, R., & Yaroshenko, N. (2011). Mental space formation of innovation development. Eastern-European Journal of Enterprise Technologies, 1/5(49), pp. 4-7. Available at: http://journals.uran.ua/eejet/article/view/1966/1861.
DeKarlo, D. (2005). eXtreme Project Management. Kompania p.m.Office, Moskow, Russia.
Dorosh, M., Trunova, O., Itchenko, D., Voitsekhovska, M., & Dvoieglazova, M. (2016). The study of participants’ values convergence on the example of an international scientific project on cyber security. Eastern-European Journal of Enterprise Technologies, 6/3(84), pp. 4-11. doi:
Glebkin, V. (2013). Fauconnier’s and Turner’s Conceptual Blending Theory [Teoria conseptualnoy integrasii Fokone i Ternera]. Available at http://vphil.ru/index.php?option=com_ content&task=view&id=826 (accessed 18 November 2016).
Hoffman, Ed, & Boyle, J. (eds.). (2015). R.E.A.L. Knowledge at NASA. A Knowledge Service Model for the Modern Project Environmental. Available at https://www.pmi.org/business-solutions/white-papers/real-knowledge-nasa on 30 May, 2016.
IPMA Global Standards. (2015). Individual Competence Baseline for Project, Programme & Portfolio Management, Version 4.0. International Project Management Association, 1, 432 p. ISBN (pdf): 978-94-92338-01-3; ISBN (print): 978-94-92338-00-6.
Kutsenko, M. (2011). Mental space formation and network knowledge creation in innovation programs development [Formirovanie mentalnogo prostranstva I sozdanie seteiy znaniiy v programmah innovatsionnogo razvitia]. Management of Development of Complex Systems, Issue 8, pp. 28-34.
Ludwig, E. (2009). All ears. PM Network, 23(3), pp. 56-63.
Mazur, I., Shapiro, V., & Olderogge, N. (2004). Project Management [Upravlenie proektami]. Omega - L, Moskow, Russia.
Nonaka, I., & Takeuchi, H. (1995). The Knowledge - Creating Company. How Japanese Companies Create the Dynamics of Innovation. Oxford University Press, New York, NY.
Reschke, H., & Schelle, H. (eds.). (1990). GPM state-of-the-art book Dimensions of Project Management. Springer-Verlag, Germany.
Salikov, R.V. (2006). Comparison as a result of the interaction of the mental spaces [Sravnenie kak resultat vzaimodeistvia mentalnyh prostranstv]. Tombov university Newsletter. Issue: Human Science, 2, pp. 224-226.
Trincade, C. P., & Ataide, C. G. (2013). Inter-organizational knowledge conversion and innovative capacity in cooperative networks. Journal of Technology Management & Innovation, 8, pp. 17-18. doi:
Turner, M., & Fauconnier, G. (1995). Conceptual integration and formal expression. Journal of Metaphor and Symbolic Activity, 10(3), pp. 183-204.
Verenych, O. (2015a). Conceptual model of mental space formation [Konseptualna model’ formuvannia mentalnogo prostory]. Management of Development of Complex Systems, Issue 23(1), pp. 39-43.
Verenych, O. (2015b). Formalized model of project manager/project team mental space. Management of Development of Complex Systems, Issue 24, pp. 23-29.
Verenych, O. (2016a). Development and implementation of formalized model of mental space of project or program environmental. Eastern-European journal of Enterprise Technologies, 2/4(80), pp. 21-31. doi:
Yaroshenko, F. A., Bushuev, S. D., & Tanaka, H. (2012). Innovative Projects and Programs Management on the Base of A System of Knowledge P2M [Upravlenie innovatsionnymi proektami i programmami na osnove sistemy znaniy P2M]. Sammit-kniga, Kyiv, Ukraine.