Assessing Project Management Maturity

2000 ◽  
Vol 31 (1) ◽  
pp. 32-43 ◽  
Author(s):  
C. William Ibbs ◽  
Young Hoon Kwak
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Government Agencies ◽  
Maturity Model ◽  
Assessment Methodology ◽  
Multiple Choice Questions ◽  
Analysis Methodology ◽  
Management Processes ◽  
Project Phases ◽  
Measure Project

The principal goal of this study was to determine the financial and organizational impacts of project management. This study began with the development of a project management maturity model and an analysis methodology to assess the maturity of project management processes. The project management maturity analysis methodology consists of 148 multiple-choice questions that measure project management maturity, and cover 8 knowledge areas and 6 project phases. The maturity model and methodology were then applied by benchmarking 38 different companies and government agencies in 4 different industries. This assessment methodology provides solid and comparative studies on project management practices across industries and companies within an industry. It also provides a set of tools for organizations to use in identifying key areas of opportunity for improvement in project management.

Project, programme and portfolio maturity: a case study of Australian Federal Government

2014 ◽  
Vol 7 (2) ◽  
pp. 215-230 ◽  
Author(s):  
Michael Young ◽  
Raymond Young ◽  
Julio Romero Zapata
Keyword(s):  
Federal Government ◽  
Management Practices ◽  
Stakeholder Management ◽  
High Sensitivity ◽  
Development Planning ◽  
Government Agencies ◽  
Maturity Model ◽  
Australian Government ◽  
Content Type ◽  
Management Processes

Purpose – This paper aims to examine the notion of maturity assessment and maturity models more broadly and goes on to examine the findings from the assessments of project, programme and portfolio maturity undertaken across Australian Government agencies. Design/methodology/approach – A statistical analysis was performed to determine the level of maturity that best represents the Australian Federal Government agencies as a whole. The unit of analysis in this study is the agencies overall scores in each sub-model across the seven perspectives of the portfolio, programme and project management maturity model (P3M3) maturity model. Findings – This study has identified a number of interesting findings. First, the practices of project, programme and portfolio across the dataset practiced independently of each other. Second, benefits management and strategy alignment practices are generally poor across Australian Government agencies. Third, programme management practices are the most immature. Finally, the results showed a high sensitivity to the “generic attributes” of roles and responsibilities, experience, capability development, planning and estimating and scrutiny and review. Research limitations/implications – All data used in this analysis are secondary data collected from individual Australian Government agencies. The data were collected by accredited consultants following a common data collection method and using a standard template to ensure a consistent approach. Practical implications – The study poses some implications for practice, particularly given the context of Australian Federal Government agencies current plans and action to improve organisational maturity. The study suggests that benefits management processes at the project level and benefits management, governance and stakeholder management processes at the programme level should be an area of focus for improvement. Originality/value – This study is the first attempt to systematically review the data collected through such an assessment and in particular identify the findings and the implications at a whole of government level.

An Assessment for IT Project Maturity Levels

2017 ◽  
Vol 8 (2) ◽  
pp. 1-16 ◽  
Author(s):  
Bersam Bolat ◽  
Aslı Kuşdemir ◽  
İpek Ceren Uslu ◽  
Gül Tekin Temur
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Maturity Model ◽  
Firm Characteristics ◽  
Management Skills ◽  
Maturity Level ◽  
Management Tools ◽  
Level Measurement ◽  
Management Processes ◽  
It Project

The statistical assessments point out that approximately half of information technology (IT) projects cannot provide basic necessities and a quarter of them fail. Therefore, the necessity of effective project management tools to enhance the project management practices increases day by day. “Project management maturity model” as one of these tools is attached more importance in IT firms. This study aims to present a framework for IT project maturity level measurement and indicate how project management maturity level differs in terms of firm characteristics. Within the scope of the research, Kerzner's Hexagon of Excellence is extended with additional questions related with firm characteristics, and a case study including 16 firms from Istanbul Technical University (ITU) ARI Techno Park is conducted. In the light of responses, (1) problems which are realized in the project management processes revealed out, (2) relation between firm characteristics and project management skills are discussed and (3) results are interpreted in order to provide managerial insights.

Perspectives of Big Data Analysis for Knowledge Generation in Project Management Contexts

2015 ◽  
pp. 1-18 ◽  
Author(s):  
George Leal Jamil ◽  
Luiz Fernando Magalhães Carvalho
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Project Management ◽  
Management Practices ◽  
Knowledge Generation ◽  
Process Data ◽  
Management Processes ◽  
Final Study ◽  
Study Case ◽  
Applicable Knowledge

Knowledge generation for Project Management (PM) is a critical modern issue. Projects are a complex, inter-related set of tasks that aim to provide a service or product in a controlled, managed way. In these scenarios, there is a continuous producing of data and information, which is a potential situation for Knowledge Management (KM) interaction. This chapter evaluates aspects and factors on how it is possible to process data and information, in order to generate applicable knowledge to improve project management. A specific consideration is to understand the observation of contexts of huge amounts of data—known nowadays as Big Data—and its potential knowledge generation for project management, as presented in the final study case. A better comprehension on how knowledge management practices, applied to Big Data contexts, can improve project management processes is the main objective in this chapter.

Methodological Approaches to Commercial Organization Project Management Standard Development

10.12737/279 ◽  
2013 ◽  
Vol 2 (1) ◽  
pp. 0-0
Author(s):  
�������� ◽  
Dmitry Artemev ◽  
��������� ◽  
������� ◽  
Dmitriy Gergert
Keyword(s):  
Project Management ◽  
Organization Management ◽  
Project Management System ◽  
Management Standard ◽  
Management Processes ◽  
Corporate System ◽  
Project Phases ◽  
Commercial Organization ◽  
The Relationship

This paper examines some questions of approaches to corporate project management. The relationship between maturity level of project management and standartization of project activities is contemplated; the role of project office at all levels of evolutionary maturity is defined; the organizational framework of implementation of project management corporate system (PMCS) and project management standard is analyzed; the place of PMCS in organization management structure is defined. A conceptual model of corporate project management standard�s development and implementation is proposed. Within this model the boundary conditions for created system and, respectively, for the standard are defined: functional framework of the standard and project management system are defined; key roles in organization project management processes are established; key processes and functions on organization project management are formulated. Besides, the project phases on development and deployment of project management corporate methodology are offered in this paper.

scholarly journals Development of project management practice in hotels of Kazakhstan

2021 ◽  
Vol 29 (1) ◽  
pp. 173-182
Author(s):  
Ardak N. Turginbayeva ◽  
Guldana E. Zhakupbekova
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Practice ◽  
Maturity Model ◽  
Strategic Development ◽  
Effective Implementation ◽  
Business Goals ◽  
Strategic Goals

Project management is not only a tool for achieving business goals, but also a mechanism for strategic development of the company. This is due to the fact, that the achievement of strategic goals in any area is directly related to the effective implementation of individual projects. In the framework of the study, the development of project management practices in the hotel business is evaluated using the project management maturity model. It is revealed that the use of project management practices in Kazakhstan hotels lags behind hotels of international chains.

Perspectives of Big Data Analysis for Knowledge Generation in Project Management Contexts

2016 ◽  
pp. 2019-2037
Author(s):  
George Leal Jamil ◽  
Luiz Fernando Magalhães Carvalho
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Project Management ◽  
Management Practices ◽  
Knowledge Generation ◽  
Process Data ◽  
Management Processes ◽  
Final Study ◽  
Study Case ◽  
Applicable Knowledge

Knowledge generation for Project Management (PM) is a critical modern issue. Projects are a complex, inter-related set of tasks that aim to provide a service or product in a controlled, managed way. In these scenarios, there is a continuous producing of data and information, which is a potential situation for Knowledge Management (KM) interaction. This chapter evaluates aspects and factors on how it is possible to process data and information, in order to generate applicable knowledge to improve project management. A specific consideration is to understand the observation of contexts of huge amounts of data—known nowadays as Big Data—and its potential knowledge generation for project management, as presented in the final study case. A better comprehension on how knowledge management practices, applied to Big Data contexts, can improve project management processes is the main objective in this chapter.

Inter-Relationships between an Enterprise's Strategic Management Process and Its Program/Project Portfolio Management Process

2017 ◽  
pp. 39-60
Author(s):  
Russell Dean Archibald
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Portfolio Management ◽  
Management Practices ◽  
Management Process ◽  
Project Portfolio Management ◽  
Management Processes ◽  
Strategic Project ◽  
Strategic Management Process

This chapter describes and clarifies the boundaries between strategic management and project/program portfolio management (PPPM) processes, and identifies who holds primary responsibilities for key elements of these inter-related sets of management processes. The main issues considered include: The differences between strategic project management and operational project management. The elements in the strategic project management practices and processes that should be considered to be within the responsibility of ‘project management.' The role of a typical PMO in relation to 1) strategic management processes, and 2) both the strategic and operational project management processes. The importance of identifying the differences between transformative and commercial projects and programs and also between the major categories of projects and programs within enterprises. The origins of the two basic types of projects within project-driven compared to project-dependent enterprises.

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 A gestão de projetos como apoio ao processo de produção de um periódico científico

2015 ◽  
Vol 13 (3) ◽  
pp. 612 ◽  
Author(s):  
Fabrício Martins Lacerda ◽  
Cristina Dai Prá Martens ◽  
Emerson Antonio Maccari
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Scientific Journal ◽  
Organizational Cultures ◽  
Planning And Management ◽  
Management Processes

A evolução do conceito de projetos e o desenvolvimento e aceitação das metodologias e abordagens para seu planejamento e gerenciamento tem permitido sua aplicabilidade a diferentes áreas, realidades e culturas organizacionais. A busca por métodos e ferramentas capazes de conduzir seus projetos a um final bem-sucedido, a exemplo de um periódico científico, tem motivado muitas organizações a buscar, nas boas práticas de gestão de projetos, um melhor planejamento e gerenciamento. Nesse contexto, o objetivo deste trabalho é analisar o processo de produção de um periódico científico sob a ótica da gestão de projetos. Foi desenvolvido um estudo de caso único que verificou a aplicação dos processos de gestão de escopo, prazo e custo do projeto de produção de uma revista científica de especialidade médica. Como resultados, destaca-se que, mesmo não tendo conhecimento das boas práticas de gestão de projetos, a organização aplica algumas de suas ferramentas de maneira informal e embrionária. Foram identificados pontos que merecem atenção, pois impactam no atraso da veiculação da Revista. Proposições de melhorias foram apresentadas por meio da aplicação da metodologia da gestão de projetos, o que poderá contribuir para um melhor planejamento e gerenciamento do projeto.Abstract: The advancement of the concept of projects and the development and acceptation of methodologies and approaches for its planning and management, has permitted its applicability in different areas, realities and organizational cultures. The search for methods and instruments capable of conducting your project to a successful accomplishment, e.g. a scientific journal, has motivated many organizations to enhance planning and management by resorting to good project management practices. In this context, the objective of this paper is to analyze the process of making a scientific journal within a perspective of project management. A case study was developed that verified the application of management processes of scope, deadline and costs of the project of producing a specialized medical scientific journal. Within the results, emphasis goes to the fact that despite not having information about good project management practices, the organization applies some of its tools informally and embryonically. Some elements that impact on the delay of the magazines diffusion were identified as in need of enhancement. Improvement proposals were presented by applying project management methodologies that can contribute with enriched planning and project management.  Keywords: Scientific Journal. Editing. Project Management.

scholarly journals IMPLEMENTATION OF PROJECT MANAGEMENT MATURITY MODEL TO IMPROVE THE EFFICIENCY OF ACTIVITY OF LOCAL SELF-GOVERNMENTS

2021 ◽  
Vol 6 ◽  
pp. 439-448
Author(s):  
Oleksandra Niema
Keyword(s):  
Project Management ◽  
Negative Impact ◽  
Successful Implementation ◽  
Maturity Model ◽  
Individual Level ◽  
Management Processes ◽  
Analysis And Synthesis ◽  
Government Project ◽  
The Government ◽  
High Level

In the conditions of growing demands of society to the government, project activities cover not only traditional industries, but also the sphere of public administration. Critically important for the success of organization is the team (rather than individual) level of knowledge, skills of staff, and a certain maturity of the organization as a whole in the field of project management. However, the project activities of local self-governments cannot be considered effective or fully compliant with the modern requirements. The level of project competence of management teams of many territorial communities is still not sufficient for the implementation of tasks and functions, the production of relevant project ideas and their successful implementation. The aim of the research is to describe of project management maturity model for its implementation into the activities of the local self-governments from the positions of effectiveness of project management. The entry of the local self-government to a high level of project management maturity will reduce the negative impact of the human factor, systematically focus activities on meeting the needs of the community on a project basis, improve the quality of project management processes, and reduce unproductive costs. Methods used – analysis and synthesis, induction and deduction, logical generalization and comparison.  

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