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.

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.

PMOMM

2016 ◽  
Vol 7 (3) ◽  
pp. 47-61 ◽  
Author(s):  
Ana Stroe ◽  
Marco R. Spruit ◽  
Bastiaan Beltman ◽  
Steven Johannes Koelemeijer
Keyword(s):  
Project Management ◽  
Positive Feedback ◽  
Maturity Model ◽  
Maturity Level ◽  
Project Management Office ◽  
Organizational Unit ◽  
Management Processes ◽  
New Type ◽  
Assessment Questionnaire

The Project Management Office (PMO) is a relatively new type of organizational unit, responsible for supervising internal projects. However, PMOs do not always create and deliver the necessary knowledge for the decisional process. This paper proposes a solution to this problem through the literature-based Project Management Office Maturity Model (PMOMM) that evaluates whether if PMO related processes are implemented and supported by technology. PMOMM consists of 30 main project management processes, organized into 7 capability areas. In order to assess the maturity level of a PMO, a maturity assessment questionnaire was developed. Then, 10 case studies were conducted in which the PMOs of the corresponding organizations were evaluated against PMOMM. The results of the analysis were tested for validity and confirmed by the case study respondents. PMOMM received positive feedback from these experts. stating that the PMOMM represents an easy, yet detailed checklist for organizations to determine the current situation of their PMO.

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.

scholarly journals The use of adaptive project management practices and methodologies in the development of a professional doctoral program

2021 ◽  
Vol 14 (1) ◽  
pp. 44-62
Author(s):  
Gabriel Barroso De Azevedo ◽  
Emerson Antônio Maccari ◽  
Nader Asgary
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Single Case ◽  
Doctoral Program ◽  
Evaluation Process ◽  
Management Control ◽  
Management Model ◽  
Primary Data ◽  
Structured Interviews ◽  
Management Tools

Purpose – Higher education institutions have used more and more project management tools to run development projects to create new professional postgraduate programs. The purpose of this research was to propose an adaptive project management model for creating a professional doctoral course in Business Administration, in order to fulfill the goals established by CAPES.Design/methodology/approach – For such, the qualitative approach was favored with the adoption of the single case study method. Semi-structured interviews were conducted with academic coordinators who are experts in the field in addition to the gathering of documents, thus using data triangulation to explore the phenomenon. The analysis of primary data and the analysis of documents from the Coordinating Agency for Advanced Training of Graduate Personnel (CAPES) served as inputs for analyzing and interpreting the results.Findings – As a result, we developed an adaptive project management model with the following characteristics: a) constant planning of activities, occurring in every cycle of interactions; b) iteration using short activities, allowing for more control of the project; c) validations performed continuously to ensure the goals proposed by CAPES are reached; and d) adaptable to change of scope during the execution phase of the project life cycle.Research limitations/implications – Among the limitations of the study is the lack of other studies related to the use of adaptive project management methodologies for developing postgraduate programs. And for future researches, we point out the need for applying the proposed model, to verify its efficacy and adherence to the development of a professional doctoral course.Originality/value – This study contributes to the academy by highlighting the need for project management as a tool and technique for the development of stricto sensu professional graduate programs. In this way, HEIs will be able to use a model of adaptive project management practices to achieve the objectives proposed by the CAPES evaluation process. As a result, HEIs are strengthened in the management, control and monitoring of the progress of their programs.

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.

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.

scholarly journals An empirical study of long-term personal project information management

2016 ◽  
Vol 68 (4) ◽  
pp. 495-522 ◽  
Author(s):  
Klen Copic Pucihar ◽  
Matjaž Kljun ◽  
John Mariani ◽  
Alan John Dix
Keyword(s):  
Project Management ◽  
Tacit Knowledge ◽  
Information Management ◽  
Management Practices ◽  
Personal Information ◽  
Knowledge Workers ◽  
Information Space ◽  
Management Tools ◽  
Content Type ◽  
Personal Project

Purpose – Personal projects are any kind of projects whose management is left to an individual untrained in project management and is greatly influenced by this individual’s personal touch. This includes the majority of knowledge workers who daily manage information relating to several personal projects. The authors have conducted an in-depth qualitative investigation on information management of such projects and the tacit knowledge behind its processes that cannot be found in the organisational structures of current personal information management (PIM) tools (file managers, e-mail clients, web browsers). The purpose of this paper is to reveal and understand project information management practices in details and provide guidelines for personal project management tools. Design/methodology/approach – Semi-structured interviews similar to that in several other PIM exploratory studies were carried out focusing on project fragmentation, information overlap and project context recreation. In addition, the authors enhanced interviews with sketching approach not yet used to study PIM. Sketches were used for articulating things that were not easily expressed through words, they represented a time stamp of a project context in the projects’ lifetime, uncovered additional tacit knowledge behind project information management not mentioned during the interviews, and were also used to find what they have in common which might be used in prototype designing. Findings – The paper presents first personal project definition based on the conceptualisations derived from the study. The study revealed that the extensive information fragmentation in the file hierarchy (due to different organisational needs and ease of information access) poses a significant challenge to context recreation besides cross-tool fragmentation so far described in the literature. The study also reveals the division of project information into core and support and emphasises the importance of support information in relation to project goals. Other findings uncover the division of input/output information, project overlaps through information reuse, storytelling and visualising information relations, which could help with user modelling and enhancing project context recreation. Research limitations/implications – On of the limitations is the group of participants that cannot represent the ideally generalised knowledge worker as there are many different kinds of knowledge workers and they all have different information needs besides different management practices. However, participants of variety of different backgrounds were observed and the authors converged observations into points of project information management similarities across the spectrum of different professions. Nevertheless, its observations and conceptualisations should be repeatable. For one, some of the issues that emerged during this work have been to different extents discussed in other studies. Practical implications – The empirical findings are used to create guidelines for designing personal project information management tools: support the selective focus on information with the division into core and supportive information; visualise changes in project information space to support narratives for context recreation; overcome fragmentation in the file system with selective unification; visualising project’s information relationship to better understand the complexity of project information space; and support navigating in project information space on two axes: time and between projects (overlaps through information). Originality/value – The study presents a longitudinal insight into personal project information management. As such it provides a first formal definition of personal project from the information point of view. The method used in the study presented uses a new approach – sketching in which participants externalised and visualised personal information and projects they discussed. The insights derived from the study form design implications for personal project management tools for knowledge workers.

Professional roles of hr manager: Modern look

2016 ◽  
Vol 10 (1) ◽  
pp. 155-164 ◽  
Author(s):  
Татьяна Богачева ◽  
Tatyana Bogacheva
Keyword(s):  
Human Resource ◽  
Business Strategy ◽  
Professional Role ◽  
Main Task ◽  
Human Resource Managers ◽  
Management Skills ◽  
Management Tools ◽  
Resource Managers ◽  
Management Processes

The necessity for specialists in the field of human relations arises when management companies and their personnel need for an intermediary regulation of social and labor issues. Appointments that are similar in function to the duties of the modern HR-specialists emerged in the early twentieth century. At that time the main task of human resource managers included the rapid accumulation of experience and knowledge, the mastering of management tools. Later, many companies felt the need to form a comprehensive human resource management systems: motivation, adaptation, evaluation, effectiveness of staff and others. Professional role of HR manager in modern conditions increases significantly and includes everything that is connected with the activities of personnel at the enterprises. This places HR-specialists before challenges to adapt to rapid changes in the external environment of the organization, to adapt the management skills to the aims and objectives of the rapidly developing business. Currently, at the enterprises with established management processes came to the fore "soft factors", so-called virtual reality business, when main attention is paid to the climate in the team, staff loyalty, values and motivational settings of employees. The use of these factors demands from the НR manager the acquisition and expansion of professional competences. Modern HR-specialist should be able to make decisions and take responsibility, to convince and lead the team. HR manager has moved to the rank of equitable manager, which may affect a business strategy of company. His professional role in tourism enterprise has increased, and it forces HR-manager to work on his image, improve his professional skills and develop personal qualities.

scholarly journals Shared Leadership In IT Project Management: A Practice Survey

2013 ◽  
Vol 17 (4) ◽  
pp. 223
Author(s):  
Chet Stagnaro ◽  
Chris Piotrowski
Keyword(s):  
Project Management ◽  
Shared Leadership ◽  
Management Practices ◽  
Project Managers ◽  
It Project Management ◽  
Actual Usage ◽  
Positive Attitudes ◽  
It Project ◽  
Industry Certification ◽  
Managerial Level

In the management field today, shared leadership (SL) is considered a form of distributed leadership, conceptualized largely as working or functioning within a team framework. Yet, there seems to be sparse research on the application of shared leadership principles in the IT field, particularly project management practices. To address this void in the literature, the current study was designed to determine the actual usage and assess the views of managerial-level practitioners toward SL. To that end, a 12-item Likert-type instrument was developed that reflected attitudes, intent, and actual usage. An E-mail response form was forwarded to a target sample of 250 IT project managers in the U.S. Of these, 102 responded with completed survey data. The independent variables in this study were gender, years in IT practice, and industry certification. These project managers expressed overwhelmingly positive attitudes and confirmed wide usage of SL in work-based projects. No significant differences, based on gender, years of experience, and certification were noted. Overall, these findings support the efficacy of the SL model and team-based leadership styles.

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.

Sign in / Sign up

Export Citation Format

Share Document