148,886 research outputs found
A Management Maturity Model (MMM) for project-based organisational performance assessment
Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran
National project management maturity : a conceptual framework
This paper extends the concept of organizational project management maturity to the national context. Based on a review of the extant literature and a thorough analysis of existing organizational maturity models, it develops a systematic framework of national project management maturity, the national project management maturity model (NPM3), by defining maturity levels, identifying key maturity perspectives and drivers, and discussing key performance indicators that may be used to assess and compare national project management maturity. Practical implications and limitations and the need for further research are discussed
The Materiality of Information System Planning Maturity to Project Performance
Research for this paper suggests that there is still an alarming lack of success of IS projects in industry today. Two critical success factors that have been examined to date are project manager performance and IS planning maturity. However, the previous studies have bypassed the relative impact of the two factors in combination. This study proposes and empirically tests a model that examines the relationships between project manager performance and IS planning maturity and their relationship to project success. The results indicate that IS planning maturity is empirically linked positively to project success and to project manager performance. Additionally, the performance of the project manager is also positively related to project outcome. The implication for practitioners is that project management is not an activity limited only to the duration of the development of the IS product but project management must have broader implications for organization management
Challenges and Solutions for the implementation of OPM3 in the Iranian Petrochemical Industry
In recent years, most government agencies and private companies have sought to shape their activities
based on projects. They found that by moving toward a project-oriented organization, they will be able to use human
and capital resources more effectively and achieve better results in accomplishing their tasks. The state of the
organizations in this transition can be examined by the maturity models of the project. One of the most popular of
these models is the Organizational Project Management Maturity Model (OPM3), which consists of several parts.
Since this model was created by the Project Management Body of Knowledge (PMBOK), it has the most
coordination with organizations that use the PMBOK standard, including Iranian organizations. Some parts of the
OPM3 model, especially the assessment section, has been implemented in Iranian organizations. In this paper,
the challenges of implementing the OPM3 maturity model in the Iranian petrochemical industry are discussed
by employing relevant experts. Finally, various strategies for these challenges are proposed
Outsourcing and acquisition models comparison related to IT supplier selection decision analysis
This paper presents a comparison of acquisition models related to decision analysis of IT supplier selection. The main standards are: Capability Maturity Model Integration for Acquisition (CMMI-ACQ), ISO / IEC 12207 Information Technology / Software Life Cycle Processes, IEEE 1062 Recommended Practice for Software Acquisition, the IT Infrastructure Library (ITIL) and the Project Management Body of Knowledge (PMBOK) guide. The objective of this paper is to compare the previous models to find the advantages and disadvantages of them for the future development of a decision model for IT supplier selection
Developing gender maturity models to project and programme management
Conceptual approaches to the formation of gender sensitivity of
the project and program management system are analyzed according
to global gender equality principles in business (Gender Equality
Principles, GEP). The organizational and structural specificity of
integrating gender components was identified and their relational
impact on the level of organizational maturity of project management of companies was highlighted.
The conceptual model of integrating gender components in the
architecture of the organizational capacity of companies was offered in
the context of the mission, strategic planning; structure and management style; adaptability; partnership and cooperation; role in the sector; provision of services; financial viability and resource mobilization.
Gender maturity assessment model was developed on the platform of the project management maturity model (PMMM). The
need to use gender mainstreaming technology to improve organizational maturity, including at the level of “benchmarking” is emphasized. The gender maturity assessment model of organizational
processes was developed as a result of integration of two dimensions:
organizational capacity (seven system blocks) and gender sensitivity
(five principles) of companies. It is noted that the responsibility for
centralized coordination of integration of gender mainstreaming in
the project and program management is assigned to Gender-responsible Project Management Office (G-PMO).
Cognitive causal model of gender maturity of the project and
program management system was proposed based on the principles
of gender equality and maturity model of project management. The
stages of gender maturity of the project management system were
outlined: (“knowledge of gender terminology”, “mastering specific
techniques and tools by the project team”, “gender mainstreaming
technologies integration into a single project and program management system”, “gender mainstreaming technologies benchmarking”,
“achieving more gender-sensitive values of projects and programs”.
The proposed assessment tool can be used to measure the gender
maturity of both a separate unit, and the organization as a whole
Risk Management Capability Maturity and Performance of Complex Product and System (CoPS) Projects with an Asian Perspective
Complex Products and Systems (CoPS) are high value, technology and engineering-intensive capital goods. The motivation of this study is the persistent high failure rate of CoPS projects, Asian CoPS provider’s weak capability and lack of specific research on CoPS risk management. This paper evaluates risk management maturity level of CoPS projects against a general CoPS risk management capability maturity model (RM-CMM) developed by the authors. An Asian based survey was conducted to investigate the value of RM to project performance, and Asian (non-Japanese) CoPS implementers’ perceived application of RM practices, their strengths and weaknesses. The survey result shows that higher RM maturity level leads to higher CoPS project performance. It also shows project complexity and uncertainty moderates the relationship between some RM practices and project performance, which implies that a contingency approach should be adopted to manage CoPS risks effectively. In addition, it shows that Asian CoPS implementers are weak in RM process and there are also rooms for improvement in the softer aspects of organizational capabilities and robustness
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