The Berkeley project management process maturity model: measuring the value of project management

2002 ◽  
Author(s):  
Y.H. Kwak ◽  
C. William
Keyword(s):  
Project Management ◽  
Management Process ◽  
Maturity Model ◽  
Process Maturity

Calculating Project Management's Return on Investment

2000 ◽  
Vol 31 (2) ◽  
pp. 38-47 ◽  
Author(s):  
Young H. Kwak ◽  
C. William Ibbs
Keyword(s):  
Project Management ◽  
Return On Investment ◽  
Government Agencies ◽  
Maturity Model ◽  
Process Maturity

This paper describes a procedure that can help managers measure their return on investment for project management (PM/ROI). Current PM processes and practices of 38 different companies and government agencies in 4 different industries or application areas were quantitatively examined. A PM benchmarking procedure was developed and used to assess the PM process maturity of these different organizations. A 5-level Berkeley PM process maturity model is introduced. This information is used to measure the relative sophistication and maturity of different organizations and industries.

scholarly journals Assessing Identity and Access Management Process Maturity: First Insights from the German Financial Sector

2020 ◽  
Author(s):  
A Schrimpf ◽  
Andreas Drechsler ◽  
K Dagianis
Keyword(s):  
Information Technology ◽  
Financial Sector ◽  
Management Process ◽  
Maturity Model ◽  
Financial Industry ◽  
Access Management ◽  
Process Maturity ◽  
It Managers

© 2020, © 2020 Taylor & Francis. We develop an Identity and Access Management (IAM) process maturity model and provide a first assessment of four organizations in Germany’s financial industry. We find that the assessed organizations show merely average IAM maturity levels, and especially lack maturity and compliance in user registration and logging and tracking. Information technology (IT) managers, consultants, and auditors can use the model to (self)-audit, compare, or benchmark IAM process maturity, or identify weaknesses in organizations’ IAM processes.

scholarly journals Assessing Identity and Access Management Process Maturity: First Insights from the German Financial Sector

2020 ◽  
Author(s):  
A Schrimpf ◽  
Andreas Drechsler ◽  
K Dagianis
Keyword(s):  
Information Technology ◽  
Financial Sector ◽  
Management Process ◽  
Maturity Model ◽  
Financial Industry ◽  
Access Management ◽  
Process Maturity ◽  
It Managers

© 2020, © 2020 Taylor & Francis. We develop an Identity and Access Management (IAM) process maturity model and provide a first assessment of four organizations in Germany’s financial industry. We find that the assessed organizations show merely average IAM maturity levels, and especially lack maturity and compliance in user registration and logging and tracking. Information technology (IT) managers, consultants, and auditors can use the model to (self)-audit, compare, or benchmark IAM process maturity, or identify weaknesses in organizations’ IAM processes.

scholarly journals Exploring the Project Risk Management: Highlighting the Soft Side of Project Management

2021 ◽  
Author(s):  
Muhammad T. Hatamleh
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Leadership Style ◽  
Risk Attitude ◽  
Management Process ◽  
Participative Leadership ◽  
Project Risk ◽  
Analytical Skills ◽  
Risk Management Process ◽  
Process Groups

The majority of the approaches to managing project risk follow the logic of process groups. Project Management Institute (PMI) has 29 tools and techniques related to risk management process groups. Consequently, engineering and business schools have been accused of educating managers with sharp analytical skills but little understanding of social problems. The literature suggests that too much attention is focused on learning the techniques and formalities of risk management but not enough on the advanced issues of management. Also, the literature argues that there are two approaches to project management (hard and soft). The hard side only covers part of the managerial aspects which helps to manage foreseeable uncertainties. However, unforeseeable uncertainties need skills that related to soft side approaches such as emotional intelligence, navigating the organization’s culture, risk attitude, participative leadership style, and managing the relationship with stakeholders. This study provides an intensive review of the literature to discuss the need for integrating the hard and soft sides of management to achieve an effective risk management process. In addition, it proposes a conceptual framework that provides guidelines to enhance overall risk management efficiency.

scholarly journals Low Cost Data Analytics Implementation on Project Management Process Automation

2019 ◽  
Vol 5 (2) ◽  
pp. 76-82
Author(s):  
Cornelius Mellino Sarungu ◽  
Liliana Liliana
Keyword(s):  
Project Management ◽  
Data Analytics ◽  
Management Practice ◽  
Low Cost ◽  
Project Manager ◽  
Management Process ◽  
Generation Process ◽  
Data Generation ◽  
Team Members ◽  
Single Output

Project management practice used many tools to support the process of recording and tracking data generated along the whole project. Project analytics provide deeper insights to be used on decision making. To conduct project analytics, one should explore the tools and techniques required. The mostcommon tool is Microsoft Excel. Its simplicity and flexibility make project manager or project team members can utilize it to do almost any kind of activities. We combine MS Excel with R Studio to brought data analytics into the project management process. While the data input process still using the old way that the project manager already familiar, the analytic engine could extract data from it and create visualization of needed parameters in a single output report file. This kind of approach deliver a low cost solution of project analytics for the organization. We can implement it with relatively low cost technology onone side, some of them are free, while maintaining the simple way of data generation process. This solution can also be proposed to improve project management process maturity level to the next stage, like CMMI level 4 that promote project analytics. Index Terms—project management, project analytics, data analytics.

scholarly journals Investigating Process Maturity Modeling as an Advertising Process Improvement Paradigm

2019 ◽  
Vol 32 (2) ◽  
pp. 1-26
Author(s):  
Daniel Adrian Doss ◽  
Russ Henley ◽  
Qiuqi Hong ◽  
Trey Pickett
Keyword(s):  
Process Improvement ◽  
Ad Hoc ◽  
Service Marketing ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Capability Maturity ◽  
Product Marketing ◽  
Marketing Firms ◽  
First Maturity

Summary This article examined a variant of the Capability Maturity Model integrated (CMMi) through the lens of advertising process improvement. The population and sample were taken from a national array of U.S. marketing organizations. Using ANOVA, a 0.05 significance level, and a stratification of service marketing organizations versus product marketing organizations, the study showed a statistically significant difference (F(1, 304) = 4.03; p = 0.04; ω2 = 0.00) regarding the hypothesis representing the notion that processes were potentially sporadic, chaotic, and ad hoc. This notion corresponded to the first maturity level of the examined process maturity framework. With respect to the Likert-scale data representing the first maturity level, the successive means analysis showed that both service marketing firms (M = 2.99) and product marketing firms (M = 2.74) reported neutrality regarding whether processes were deemed sporadic, chaotic, and ad hoc. Thus, the respondents perceived no evidence of the first maturity level among the queried work settings. Future studies may examine different stratifications of marketing firms (e.g., for-profit versus non-profit; domestic versus international; and so on) to better explore the proposed advertising maturity model.

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