Project-Based Organizational Maturity in Architecture, Engineering, and Construction

2018 ◽  
pp. 55-77
Author(s):  
Rick D. Johnson ◽  
Joan Adkins ◽  
Donna Pepper
Keyword(s):  
Project Management ◽  
Theory And Practice ◽  
Maturity Models ◽  
Construction Organizations ◽  
Organizational Maturity ◽  
Theory Research ◽  
Prime Elements

“Theory and practice” seems to be a common phrase in project-based organizations these days due to the academic nature of the work involved in business. This chapter describes the authors' vision for how project-based firms, such as architecture, engineering, and construction organizations, can reach organizational maturity in their respective practices. The chapter articulates the utility of project management maturity models as a necessary means for maturity measurement and growth. Likert-type scales are mentioned as a tool used by consultants to assess organization parameters, as a way of quantifying certain data that can assist with necessary changes. The authors share recommendations in the technology arena, as well as theory research constructs that may help project-based practitioners and companies better understand and apply maturity strategies. These are some of the prime elements in use in these types of organizations because they create value as well as survival enhancements.

Organizational Maturity Beyond Risk Management

2018 ◽  
pp. 78-103
Author(s):  
Andreas G. M. Nachbagauer ◽  
Iris B. Schirl-Boeck
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Project Management ◽  
Systems Theory ◽  
Organization Theory ◽  
High Reliability ◽  
Uncertainty Management ◽  
Organizational Level ◽  
Maturity Models ◽  
Organizational Maturity

Project-oriented organizations face environments differing in complexity, with different degrees of maturity needed to manage uncertainty. In this chapter, the authors analyze where, when, and by whom structure or autonomy should be made use of in project-oriented organizations, and which kinds of structure and autonomy are appropriate for dealing with complex, uncertain situations and unexpected events. After a short discussion of project management maturity models, the authors investigate the concepts of risk, uncertainty, and the unexpected based on organization theory inspired by decision-making concepts and systems theory. Implications for uncertainty management and managing the unexpected on project and organizational level and high-reliability practices are then derived with a critical look at recent approaches of project management adhocracy.

Organizational Maturity and Project

2018 ◽  
pp. 104-127 ◽  
Author(s):  
Sergey Bushuyev ◽  
Olena Verenych
Keyword(s):  
Project Management ◽  
Reference Model ◽  
Main Function ◽  
Maturity Models ◽  
Organizational Maturity ◽  
Team Project ◽  
Holistic Assessment ◽  
Mental Space ◽  
Project Lifecycle

The success of a project, program, or portfolio realization is dependent on cooperation between a project manager/team project and stakeholders. This cooperation can be provided via a blended mental space; the main function of it is interaction and communication support of all participants in the project process throughout the project lifecycle. The blended mental space building requires creation of the specific methodology, which is based on the technical maturity models used. In the frame of the chapter, two new organizational maturity models are described. They are offered by IPMA through its internationally widespread member associations: IPMA Delta for assessing and developing project management maturity and the IPMA Organizational Competence Baseline (OCB), acting as a reference model for IPMA Delta. In addition to this description, a case study reveals insights into the usage of IPMA Delta and the benefits realized through a holistic assessment of project management maturity.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Constance Elizabeth Kampf ◽  
Charlotte J. Brandt ◽  
Christopher G. Kampf
Keyword(s):  
Project Management ◽  
Organizational Learning ◽  
Action Research ◽  
Management Practices ◽  
Innovation Process ◽  
Theory And Practice ◽  
Organizational Level ◽  
Content Type ◽  
Innovation Project

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

An Organisational Evaluation Capability Hierarchy Model for Self-diagnosis1

2005 ◽  
Vol 4 (1-2) ◽  
pp. 27-32 ◽  
Author(s):  
Colin A Sharp
Keyword(s):  
Project Management ◽  
Financial Management ◽  
Theory And Practice ◽  
Evaluation Theory ◽  
Information Systems Management ◽  
Capability Maturity ◽  
Wide Range ◽  
Hierarchy Model ◽  
Management Project

The use of Capability Maturity Models in financial management, project management, people management and information systems management in a wide variety of organisations indicates the potential for an Organisational Evaluation Capability Hierarchy to guide the self-diagnosis of organisations in building their evaluation maturity. This paper is about the theory behind this growing trend in organisational governance and organisational diagnosis, and explores its relevance to evaluation theory and practice. This theoretical analysis may have long-term practical benefits for evaluation practitioners, as is being developed in the fields of project management, financial management, and people management in a wide range of organisations.

Beyond the Body of Knowledge: A Knowledge-Flow Approach to Project Management Theory and Practice

2003 ◽  
Vol 34 (2) ◽  
pp. 4-12 ◽  
Author(s):  
Keith F. Snider ◽  
Mark E. Nissen
Keyword(s):  
Project Management ◽  
Tacit Knowledge ◽  
Knowledge Flows ◽  
The Body ◽  
Theory And Practice ◽  
Management Theory ◽  
Knowledge Flow ◽  
Project Organization ◽  
Body Of Knowledge ◽  
Management Of Project

Much of the theory associated with project management is explicitly organized according to taxonomic bodies of knowledge (BOK). Although such BOK are conceptually simple and easily disseminated, their generally static and explicit nature is out of phase with the dynamics of critical, tacit knowledge as it flows through the project organization. In this paper, we argue for a more descriptive view of project management theory, one that captures the dynamics of knowledge flows, addresses tacit knowledge and provides new insight into interrelationships between the management of project knowledge and the management of project activities in the enterprise. Introducing a multidimensional model of knowledge flow to describe project management theory, we instantiate this model with a project example from the domain of software development.

scholarly journals Visualizing the Knowledge Domain of Project Governance: A Scientometric Review

2020 ◽  
Vol 2020 ◽  
pp. 1-15 ◽  
Author(s):  
Zhao Zhai ◽  
Ming Shan ◽  
Amos Darko ◽  
Yun Le
Keyword(s):  
Project Management ◽  
Project Success ◽  
State Of The Art ◽  
Early Stage ◽  
Governance Structure ◽  
The Body ◽  
Theory And Practice ◽  
Future Research ◽  
Knowledge Domains ◽  
Project Governance

Over the past two decades, project governance has attracted increasing attention from researchers and practitioners worldwide and has become an important research area of project management. However, an inclusive quantitative and systematic analysis of the state-of-the-art recently available research in this field is still missing. This study attempts to map the global research on project governance through a state-of-the-art review. A total of 285 bibliographic records were retrieved from the Web of Science Core Collection database and analyzed by the visual analytic tool—CiteSpace. The results indicated that there has been an increasing research interest in project governance. The most productive and the most highly cited author in the area of project governance is Müller R., and most of the existing project governance research achievements are from Australia, China, USA, and Norway. By synthetically analyzing the keywords, future research might focus on governance of megaprojects and project success. Additionally, 9 knowledge domains of project governance were identified, including conceptual framework, public projects, governance structure, governance context, megaproject governance, contractual and relational governance, sustainability, portfolio governance, and project success. This study contributes to the body of knowledge by mapping the existing project governance research. It is particularly helpful to new and early-stage researchers who plan to do research on project governance, as it can provide them an overview of project governance research, including key authors, main institutions, hot topics, and knowledge domains. Moreover, the findings from the study are beneficial to industry practitioners as well, as they can help industry practitioners understand the latest development of governance theory and practice and thereby help them locate the best governance strategies for project management.

scholarly journals Discussion with the paper ‘Project costs planning in the conditions of uncertainty’ by H. Štiková

2014 ◽  
Vol 60 (No. 11) ◽  
pp. 517-523 ◽  
Author(s):  
I. Krejčí ◽  
M. Houška
Keyword(s):  
Project Management ◽  
Critical Path ◽  
Management Practice ◽  
Linear Equations ◽  
Theory And Practice ◽  
Extension Principle ◽  
Positive Slope ◽  
Modelling Uncertainty ◽  
Project Costs ◽  
Time Scheduling

In the paper, there is analysed one particular approach to the modelling uncertainty in the project management through an original version of the fuzzy CPM (Critical Path Method). First there is shown the relevance of using the fuzzy CPM in agriculture and the related branches and present the basics of the methods used. Then, there are described the imperfections of the work which is discussed and the impacts of the previously-published approach when applied in project management practice are emphasised. In the original paper, the author uses only the discrete fuzzy numbers for activity time durations which could be considered inappropriate for the time scheduling in project management. Consecutively, the direct application of the extension principle on the comparison of continuous durations could lead to the situation when both numbers can be greater than the second one with possibility equal to one. Moreover, the simple transformation of durations to the costs by linear equations with a positive slope does not respect the current project management theory and practice. Finally, the missing comparison of project fuzzy costs among individual variants of the project is calculated.  

scholarly journals Diminishing the Gap Between IT Governance Maturity Theory and Practice

2019 ◽  
Vol 10 (1) ◽  
pp. 1-21
Author(s):  
Daniël Smits ◽  
Jos van Hillegersberg
Keyword(s):  
Literature Review ◽  
Systematic Literature Review ◽  
It Governance ◽  
Governance Structure ◽  
Theory And Practice ◽  
Maturity Level ◽  
Structured Interviews ◽  
Theoretical Frameworks ◽  
Maturity Models ◽  
Soft Governance

IT governance research suggests the existence of a gap between theoretical frameworks and practice. Although current ITG research is largely focused on hard governance (structure, processes), soft governance (behavior, collaboration) is equally important and might be crucial to close the gap. The goal of this study is to determine what IT governance maturity models are available and if there remains a mismatch. The authors conducted a systematic literature review to create an overview of available IT governance maturity models. The study shows five new IT governance maturity models were introduced. Only one of the new IT governance maturity models covers hard and soft IT governance in detail. This model and corresponding instrument was used to illustrate its usability in practice. The authors demonstrate that combining the instrument with structured interviews results in a usable instrument to determine an organization's current maturity level of hard and soft IT governance.

Sign in / Sign up

Export Citation Format

Share Document