scholarly journals Aligning Program Management Competencies to Industry Standards

2021 ◽  
Vol 28 (98) ◽  
pp. 366-419
Author(s):  
Jonathan Karnes ◽  
Robert Mortlock
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Program Management ◽  
Third Party ◽  
National Defense ◽  
Management Competencies ◽  
Industry Standards ◽  
Project Management Institute ◽  
Training Standards ◽  
Certification Requirements

The 2020 National Defense Authorization Act mandated that acquisition career fields realign their certification requirements to be based on the nationally recognized standards of an accredited third party. This study offers recommendations for improving the DoD program management (PM) training standards by providing traceability between the DoD PM competencies and the Project Management Institute (PMI)’s standards for project, program, and portfolio management. The study elaborates on the extent of alignment, finding that 96% of the DoD PM competency elements align to PMI standards. Areas of misalignment identify opportunities to augment DoD PM training and highlight areas where DoD PM training deviates from industry standards.

scholarly journals Aligning Program Management Competencies to Industry Standards

2021 ◽  
Vol 28 (98) ◽  
pp. 366-419
Author(s):  
First Lt Jonathan L Karnes ◽  
COL Robert F. Mortlock
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Program Management ◽  
Third Party ◽  
National Defense ◽  
Management Competencies ◽  
Industry Standards ◽  
Project Management Institute ◽  
Training Standards ◽  
Certification Requirements

The 2020 National Defense Authorization Act mandated that acquisition career fields realign their certification requirements to be based on the nationally recognized standards of an accredited third party. This study offers recommendations for improving the DoD program management (PM) training standards by providing traceability between the DoD PM competencies and the Project Management Institute (PMI)’s standards for project, program, and portfolio management. The study elaborates on the extent of alignment, finding that 96% of the DoD PM competency elements align to PMI standards. Areas of misalignment identify opportunities to augment DoD PM training and highlight areas where DoD PM training deviates from industry standards.

How's ICT Project Management Going in Portugal?

2016 ◽  
pp. 1097-1119
Author(s):  
David Silva ◽  
Jose Angelo Pinto ◽  
Paula Gomes ◽  
Filipa Ramalho
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Descriptive Analysis ◽  
Relevant Literature ◽  
Maturity Model ◽  
Development Organization ◽  
Preliminary Results ◽  
Management Processes ◽  
Project Management Institute ◽  
It Organizations

This chapter presents the preliminary results of an IT organizational project management maturity research called OPM3® Portugal Project, which is currently underway. It was designed by Portuguese research and development organization Ambithus, based on PMI's (Project Management Institute) OPM3® (Organizational Project Management Maturity Model) standard. A descriptive analysis of IT organizations is made, the case studies selection criteria are explained, and a relevant literature revision of clustering models is made. Preliminary results from the IT organizations are presented and organized by Project Management and Portfolio Management processes, and Organizational Enablers. After the results analysis, it presents a list of processes and procedures that serves as the guidelines for what IT organizations need to improve to obtain a better level of maturity in Project Management. The overall results show that the IT Portuguese industry is strong on its processes and has a good level of maturity in project management.

How's ICT Project Management Going in Portugal?

2015 ◽  
pp. 383-404
Author(s):  
David Silva ◽  
Jose Angelo Pinto ◽  
Paula Gomes ◽  
Filipa Ramalho
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Descriptive Analysis ◽  
Relevant Literature ◽  
Maturity Model ◽  
Development Organization ◽  
Preliminary Results ◽  
Management Processes ◽  
Project Management Institute ◽  
It Organizations

This chapter presents the preliminary results of an IT organizational project management maturity research called OPM3® Portugal Project, which is currently underway. It was designed by Portuguese research and development organization Ambithus, based on PMI's (Project Management Institute) OPM3® (Organizational Project Management Maturity Model) standard. A descriptive analysis of IT organizations is made, the case studies selection criteria are explained, and a relevant literature revision of clustering models is made. Preliminary results from the IT organizations are presented and organized by Project Management and Portfolio Management processes, and Organizational Enablers. After the results analysis, it presents a list of processes and procedures that serves as the guidelines for what IT organizations need to improve to obtain a better level of maturity in Project Management. The overall results show that the IT Portuguese industry is strong on its processes and has a good level of maturity in project management.

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

FORMATION OF PROJECT MANAGEMENT COMPETENCIES IN STATE AND MUNICIPAL EMPLOYEES

2021 ◽  
Vol 16 (4) ◽  
pp. 71-87
Author(s):  
O.A. BURYANINA ◽  
◽  
A.N. LUKIN ◽  
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Professional Competencies ◽  
Management Competencies ◽  
Team Members ◽  
Scientific Methods ◽  
Municipal Employees ◽  
Course Material ◽  
General Scientific ◽  
Additional Education

The purpose of the article is to substantiate the possibility of forming professional competencies of project management among state and municipal employees in the system of additional education through their participation in project activities. The introduction of the proposed project management technologies allows officials at all levels to develop new professional competencies that would allow them to create a unique product in conditions of limited resources. The methodological basis of the study was a systematic approach, within which we used structural and functional analysis, general scientific methods: comparison, description, explanation, abstraction. In addition, we used included observation when the authors of the article performed the functions of moderators of project groups. As a result, the expediency of project training of state and municipal employees within the framework of the system of additional education was substantiated, where the reporting form of mastering the course material is the presentation of one's own real project, demonstrating the possession of project team members with professional competencies in the field of project planning. management.

scholarly journals A Project Portfolio Management model adapted to non-profit organizations

2016 ◽  
Vol 3 ◽  
pp. 5120 ◽  
Author(s):  
Fabrício Martins Lacerda ◽  
Cristina Dai Prá Martens ◽  
Henrique M R De Freitas
Keyword(s):  
Project Management ◽  
Strategic Planning ◽  
Portfolio Management ◽  
Management Model ◽  
Project Portfolio ◽  
Natural Consequence ◽  
Project Portfolio Management ◽  
Planning Techniques ◽  
Non Profit ◽  
Non Profit Organizations

As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs.

scholarly journals New Product Management with the Application of the Manufacturing Company Project Portfolio Management Concept

2018 ◽  
Vol 1 (1) ◽  
pp. 613-619
Author(s):  
Anna Musioł-Urbańczyk ◽  
Barbara Sorychta-Wojsczyk
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Management System ◽  
New Product ◽  
Product Management ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Advertising Industry ◽  
Manufacturing Company ◽  
Management Concept

Abstract The article presents the project portfolio management system in a selected manufacturing company operating in the advertising industry in the field of new product project management. It discusses individual elements and structure of the system, and the scope of procedures performed within the system.

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