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.

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.

Practices, Roles, and Responsibilities of Middle Managers in Program and Portfolio Management

2006 ◽  
Vol 37 (1) ◽  
pp. 52-66 ◽  
Author(s):  
Tomas Blomquist ◽  
Ralf Müller
Keyword(s):  
Portfolio Management ◽  
Middle Managers ◽  
High Performing ◽  
Roles And Responsibilities ◽  
Contingency Model ◽  
Management Processes ◽  
Project Management Institute ◽  
Research Findings ◽  
Management Roles ◽  
Transaction Costs Economics

Practices for program and portfolio management, together with the associated roles and responsibilities of middle managers, were investigated. The results of the multi-method study show that high-performing organizations apply dedicated portfolio management processes and tools, plus use the associated roles of middle managers, to address the requirements stemming from the complexity of the organization's environment and the types of projects executed. This is not the case in low-performing organizations. The study takes a transaction costs economics perspective and develops a contingency model for program/portfolio management roles of middle managers. Managerial and theoretical implications are also discussed. This paper summarizes the highlights of research findings that can be found in the full report published by the Project Management Institute (PMI) (Blomquist & Müller, 2006).

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.

Sustainability in Project Management Processes

2013 ◽  
pp. 58-75 ◽  
Author(s):  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Relevant Literature ◽  
Corporate Communication ◽  
Future Generations ◽  
Annual Reports ◽  
Management Processes ◽  
Project Management Processes

Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating sustainability in their marketing, corporate communication, annual reports, and in their actions. The concept of sustainability has more recently also been linked to project management. This chapter explores the concept of sustainability and its application to project management processes. It aims to provide guidance on how the standards of project management should integrate the concepts and principles of sustainability. After a review of the relevant literature on sustainability, its leading principles are identified and applied to the standards for project management processes.

scholarly journals A Management Maturity Model (MMM) for project-based organisational performance assessment

2016 ◽  
Vol 16 (4) ◽  
pp. 68-85 ◽  
Author(s):  
Craig Langston ◽  
Amir Naser Ghanbaripour
Keyword(s):  
Project Management ◽  
Performance Assessment ◽  
Continuous Improvement ◽  
Maturity Model ◽  
Organisational Performance ◽  
Data Centre ◽  
Body Of Knowledge ◽  
Project Environment ◽  
Project Management Institute ◽  
Market Solutions

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.

scholarly journals Portfolios, programs, and projects in strategic marine-fisheries sustainability and blue growth: a case study in Indonesia

2021 ◽  
Vol 919 (1) ◽  
pp. 012012
Author(s):  
W S Ciptono ◽  
Suadi ◽  
S A Cahyacipta ◽  
Bagaskara
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Maturity Model ◽  
Marine Fisheries ◽  
Bottom Line ◽  
Sustainable Solutions ◽  
Fisheries Sustainability ◽  
Blue Growth ◽  
Critical Problems

Abstract The purpose of the study was to design the development of creative and sustainable solutions to critical problems of marine and fisheries through Portfolio, Programme and Project Management Maturity Model (P3M3) in order to execute strategic marine-fisheries sustainability and blue growth: a case study in Indonesia. This model can help marine-fisheries businesses deconstruct the problems of existing industries and create a new (innovative) policy based on the alignment of macro level (portfolio management), meso level (programme management) and micro level (project management) by providing superior value of Triple Bottom Line (economic-social-deep ecological environment) to the stakeholders and the generations for today and future forevermore.

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.  

scholarly journals ЭВОЛЮЦИЯ ПОДХОДА К УПРАВЛЕНИЮ ПРОЕКТНЫМИ РИСКАМИ В СТАНДАРТЕ PMBOK GUIDE

World Science ◽  
2019 ◽  
Vol 3 (3(43)) ◽  
pp. 9-12
Author(s):  
Микаел Ншанян ◽  
Нелли Долмазян
Keyword(s):  
Risk Management ◽  
Project Management ◽  
The Other ◽  
Project Risk Management ◽  
Project Risk ◽  
Management Processes ◽  
Project Management Institute ◽  
Project Risks

In the article, the evolution of project risk management processes in the six sequential editions of the PMBOK Guide standard, developed by the Project Management Institute (PMI), is analysed. Special attention is paid to the last edition of the PMBOK Guide standard. The PMI approach to the project risks management is compared with the outlooks of the other most well- known standards and methodologies of project management.

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.

Management of Big Data Projects

2022 ◽  
pp. 1786-1800
Author(s):  
A. Aylin Tokuç ◽  
Zeynep Eda Uran ◽  
Ahmet Tezcan Tekin
Keyword(s):  
Big Data ◽  
Project Management ◽  
Completion Rate ◽  
Failure Rates ◽  
Successful Completion ◽  
Management Framework ◽  
Early Stages ◽  
Management Processes ◽  
Project Management Institute ◽  
Causes Of Failure

Big data is an emerging area of research that is of interest to various fields; however, studies in the literature and various sources claim that failure rates for big data projects are considerably high. There are different reasons for failure; varying from management processes to the use of wrong technologies. This study investigates how the project management framework proposed by Project Management Institute (PMI) can be effectively adapted to big data projects to reduce failure rates. The application of processes as mentioned in this study can help to eliminate the causes of failure in the early stages of the project; thus, increasing the successful completion rate of such projects.

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