scholarly journals MATURITY LEVEL OF SUSTAINABLE PROJECT MANAGEMENT IN RUSSIAN ENTERPRISES

2020 ◽  
Author(s):  
Svetlana Apenko ◽  
◽  
Yulia Fomina ◽  
Keyword(s):  
Project Management ◽  
International Association ◽  
Maturity Level ◽  
Motivational Readiness ◽  
Global Organization ◽  
Regions Of Russia

The aim of the paper is to develop and test a new methodology for assessing the level of maturity of sustainable (green) project management at Russian enterprises, as well as establish the existing level of maturity and justify ways to improve it. The research was carried out using a methodology based on the developments of the international association for green project management Global organization “Green Project Management”. Given methodology is characterized by the addition of the institutional module of sustainability and indicators of motivational readiness for the implementation of sustainability. The methodology was tested at 81 enterprises in 12 regions of Russia using the method of online questioning of experts.

Assessment of knowledge process capabilities toward project management maturity: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adnan Alghail ◽  
Liu Yao ◽  
Mohammed Abbas ◽  
Yahia Baashar
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Public Universities ◽  
Equation Modeling ◽  
Success Factor ◽  
Research Model ◽  
Maturity Level ◽  
Knowledge Process ◽  
Content Type ◽  
The Impact

Purpose The reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM. Design/methodology/approach The suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen. Findings Analysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project. Research limitations/implications The findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes. Practical implications The proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future. Social implications This study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity. Originality/value This study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

The Role of Project Manager in SMEs for Developing New Product by E-Collaboration

2012 ◽  
Vol 433-440 ◽  
pp. 1637-1645
Author(s):  
Marjan Mohammadjafari ◽  
Ahmed Shamsuddin ◽  
Siti Zawiah Md Dawal ◽  
Hadi Zayandehroodi
Keyword(s):  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Product ◽  
Medium Size ◽  
Manufacturing Companies ◽  
New Model ◽  
Critical Success ◽  
Electronic Collaboration ◽  
Global Organization

The research in this paper is based seeks to understand how manufacturing companies can accomplish of their projects in the real time with less cost. This paper describes a new model using critical success factors of implementing projects in the small and medium size enterprises (SMEs). The factors in conceptual model were identified in past studies and validate from the survey by interview with 20 project management in electronic industries in Iran. Several prior researches have suggested some critical success factors for reducing time and cost in new product. These factors are departments of product, planning, procurement and design. However, none of these studies has proposed a model that specifies practices that should be undertaken to facilitate the progression to reduce time and cost in new product in SMEs. Following this, a development of a new model is supposed important to help SMEs understand what is required in order to be an effective global organization in terms of reduce time and cost by electronic collaboration (E-collaboration) through project management.

scholarly journals Developing Improvement Planning Phase in Project Management Maturity Models

2016 ◽  
Vol 10 (9) ◽  
pp. 1 ◽  
Author(s):  
Ehsan Eshtehardian ◽  
Farhad Saeedi
Keyword(s):  
Project Management ◽  
Maturity Model ◽  
Relative Importance ◽  
Specific Procedure ◽  
Maturity Level ◽  
Management Consultants ◽  
Planning Phase ◽  
Improvement Planning ◽  
The Impact

The suggested cycle of project management maturity model generally include phases of evaluation, planning, improvement and finally cycle repeat which is largely based on a cycle known as Deming or PDCA. “Improvement Planning Phase” is the most important phase requiring development among these models that it is not discussed much. The major criteria for prioritization and planning in this phase were investigated in a research by authors. At first, the literature of subject is reviewed, by doing a series of interviews with project management consultants then prioritization criteria is identified, and eventually it is continued with more analysis on each of these criteria by distributing the questionnaire. The most significant criteria can be mentioned as current maturity level, desired maturity level for each process, relative balance between maturity levels of different processes, relations (predecessor & successor) between processes, the impact of each process on success, resources and organizational effort required for implementation, the role of organization (employer/contractor) and the acceptance of organization in different processes. Finally, according to the criteria a model was developed for “improvement planning phase”. A model is regarded as an improvable point in these models if it pays attentions to all criteria in addition to the relative importance of each criterion and importance of each process compared to each criterion in form of a specific procedure.

Problems of Implementation of Design Management: State and Municipal Service

2018 ◽  
Vol 7 (3) ◽  
pp. 22-30
Author(s):  
Юрий Лапыгин ◽  
YUriy Lapygin
Keyword(s):  
Project Management ◽  
Strategic Planning ◽  
Organizational Structure ◽  
Regional Level ◽  
Design Management ◽  
Regulatory Issues ◽  
Municipal Service ◽  
Effective Implementation ◽  
Municipal Employees ◽  
Regions Of Russia

The lack of skills of state and municipal employees, as well as the rigid organizational structure of the authorities, hamper the implementation of project management in the regions of Russia. In addition, the process of implementing project management often faces unresolved methodological and regulatory issues that do not allow the effective implementation of project management and its integration into strategic planning in the region. A review of the problems of implementing project management at the regional level allowed recommendations for their resolution.

Assessing Adoption of Project Management Knowledge Areas and Maturity Level: Case Study of a Public Agency in Malaysia

2014 ◽  
Vol 30 (2) ◽  
pp. 264-271 ◽  
Author(s):  
Siti Zaleha Abdul Rasid ◽  
Wan Khairuzzaman Wan Ismail ◽  
Nor Hazlin Mohammad ◽  
Choi Sang Long
Keyword(s):  
Project Management ◽  
Maturity Level ◽  
Public Agency ◽  
Management Knowledge

scholarly journals ЛІДЕРСТВО В ЗАСТОСУВАННІ ГНУЧКИХ МЕТОДОЛОГІЙ СТВОРЕННЯ ІНФОРМАЦІЙНИХ ТЕХНОЛОГІЙ

2019 ◽  
Vol 70 (2) ◽  
pp. 1
Author(s):  
Serhii D. Bushuiev ◽  
Denys A. Bushuiev ◽  
Victoriia B. Bushuieva ◽  
Borys Yu. Kozyr
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Portfolio Management ◽  
Communication Systems ◽  
International Association ◽  
Personal Communication ◽  
Project Managers ◽  
Information And Communication ◽  
Patterns Of Behavior ◽  
Behavioral Competencies

The development of project, project and portfolio management systems supports the global acceleration of innovation. Significant changes in the environment require additional research on the effectiveness of the use of existing flexible methodologies, knowledge systems, the competency of project managers and their leadership. The foundation of environmental change lies in changing the decision-making paradigm to flexible project management and innovation development programs. The article examines modern approaches to leadership formation in the application of flexible methodologies, their specificity in terms of decision-making processes in project management. The problems of formation and maintenance of leadership in application of flexible methodologies of project management of creation and introduction of information and communication systems are considered. The research was conducted on the basis of the application of a competency approach under the model of the International Association for Project Management. The patterns of behavior of flexible leaders and leaders are formed in the system of behavioral competencies in project management based on Agile technology methods and tools. These competencies were: Self-reflation and self-government, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Harmonization, and Orientation to the result. The content model of competency of the leader, which applies flexible control, is given. The patterns of behavior of project managers as flexible leaders in project product creation and flexible project management were studied. Differences in patterns of behavior of managers and flexible leaders on elements of behavioral competencies within certain key competency indicators are studied. Such patterns allowed the authors to identify bottlenecks in applying flexible project management methodologies in the context of the dynamics of the development of innovative products and information and communication systems.

scholarly journals Mejora de la gestión de proyectos a través de Hoshin Kanri

2016 ◽  
pp. 40-46
Author(s):  
Javier Villalba Díez ◽  
Joaquín Ordieres Meré
Keyword(s):  
Project Management ◽  
Point Of View ◽  
Core Concept ◽  
Maturity Level ◽  
Practical Point ◽  
The Core ◽  
Project Management Professionals ◽  
Management Professionals ◽  
The Many

Project management has become more than just a supporting role for businesses. For many organizations, it is a relevant part of getting things done, and the many tasks as-sociated with managing projects require more attention than just the scope of work of indi-vidual project management professionals (PMPs). This paper will contribute by showing how through taking standardization as the goal as well as using it internally, the Project management Offices (PMO) will contribute to the maturity level of the organization in terms of project management and increase the sustainability of their business. The core concept of this contribution is the use of Hoshin Kanri (HK) ideas to standardize communication among the process-responsible members at the PMO. Finally, application from a practical point of view is presented and its meaning discussed.

scholarly journals Project-based maturity assessment model for smart transformation in Taiwanese enterprises

PLoS ONE ◽  
2021 ◽  
Vol 16 (7) ◽  
pp. e0254522
Author(s):  
Tzu-Chieh Lin ◽  
Kung Jeng Wang
Keyword(s):  
Project Management ◽  
Management Strategies ◽  
Assessment Model ◽  
Smart Manufacturing ◽  
Maturity Model ◽  
Maturity Level ◽  
Implementation Barriers ◽  
External Resources ◽  
Maturity Assessment ◽  
Using Data

As smart technology proliferates, enterprises must engage not only in the transformation of intelligence but contend with pressure do so as soon as possible. Smart transformation is critical for manufacturing enterprises in the development of smart manufacturing. This study addressed the gap between maturity models and project management by designing an effective assessment framework for smart transformation. It adopts the Smart Industry Readiness Index, created by the Singapore Economic Development Board, as a maturity assessment model to analyze enterprises’ smart transformation and formulate project management strategies. Enterprises can use this model to examine the maturity level of their transformation and assess scope for improvement in their project strategies and implementation barriers. This study focuses on Taiwanese enterprises using data collected from 165 valid questionnaires and subjected to a cluster analysis. Enterprises were divided into three categories. The results reveal that, first, most enterprises’ smart transformation is at an immature or medium-maturity level, and is therefore amenable to further improvement. Second, inconsistent with research findings, many enterprises invest in transformation projects but fail to advance these projects to maturity. Third, most enterprises’ project management plans fail to meet actual transformation needs. Using the thematically oriented maturity model proposed in this study, Taiwanese enterprises can effectively evaluate the maturity of their transformation projects. In conclusion, the study highlights that Taiwanese enterprises must identify more effective external resources to strengthen their competitiveness.

Methodology to Improve the Maturity of Project Management at Industrial Enterprises

2019 ◽  
pp. 316-345
Author(s):  
Henrieta Hrablik Chovanová ◽  
Dagmar Babčanová ◽  
Natália Horňáková ◽  
Jana Samáková ◽  
Helena Makyšová
Keyword(s):  
Project Management ◽  
Slovak Republic ◽  
Industrial Enterprise ◽  
Maturity Level ◽  
Large Area ◽  
Maturity Models ◽  
Industrial Enterprises ◽  
Management Processes ◽  
Project Management Processes ◽  
The Individual

This chapter deals with the need of analyze the course of project management processes with the help of maturity models. These models enable corporate plants finding out the level on what they plan and carry out projects, and they also help to retain or increase this level. Moreover, they offer plants the possibility of comparing their level of project use and project management to those of other plants, and thus enable plant finding out whether they are competitive enough in particular field. The methodology for improving the maturity of project management in industrial enterprises in the Slovak Republic will be described in the chapter. The individual maturity levels of enterprises in project management will also be characterized. By the setting of the criteria for transition to a higher maturity level, a large area of project management will be divided into smaller units, which is important in order to identify the areas of the project management where the specific industrial enterprise is behind and in which areas its results are positive.

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