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.

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.

Diagnosing recurrent logistics problems: a combined SCM disciplines and maturity perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Harmen S. Wijbenga ◽  
Paul C. van Fenema ◽  
Nynke Faber
Keyword(s):  
Supply Chain ◽  
Design Methodology ◽  
Dynamic Capability ◽  
Public Organization ◽  
Maturity Model ◽  
Case Study Method ◽  
Maturity Level ◽  
Content Type ◽  
Insight Into

Purpose The purpose of the study is to diagnose recurrent logistics problems in a public organization’s network of logistics entities, determining the maturity level of each supply chain (SC) function, and trying to link problems within the SC functions to the maturity level by using the case study method. Design/methodology/approach Extant research on supply chain management (SCM) maturity is combined with notions of SC flows and disciplines. The resulting SCM Disciplines Maturity model comprises multiple diagnostic steps. It is illustrated by means of a developmental case study at a large public organization facing recurrent logistics problems in routine processes. Findings The model is shown to be a useful instrument to obtain insight into linkages between recurrent logistics problems and the way an SCM organization harbors multiple SCM disciplines. Originality/value The paper examines recurrent logistics problems in relation to SCM maturity, a relatively unknown research subject. It shows how SCM maturity thinking can support the diagnosis of recurrent problems. In a rapidly changing world, it enables further research on diagnosis as a dynamic capability.

A measurement model of project control systems success for engineering and construction projects case study: contractor companies in Saudi's petroleum and chemical industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sahar Jawad ◽  
Ann Ledwith
Keyword(s):  
Project Management ◽  
Control Systems ◽  
Chemical Industry ◽  
Measurement Model ◽  
Measurement Tool ◽  
Maturity Model ◽  
Project Control ◽  
Content Type ◽  
Critical Elements

PurposeThe purpose of this paper is to presents a new modeling approach that provides a measurement tool for evaluating the effectiveness of Project Control Systems (PCS) and the improvement of the project control capability as a part of an organization's project management processes.Design/methodology/approachThis study used a project management maturity approach to develop a measurement model of PCS success. The key elements in this model have been identified using the Fuzzy Analytic Hierarchy Process (FAHP) method to analyze data from a case study involving contractor companies in Saudi's petroleum and chemical industry.FindingsThe results identified six critical elements for PCS success: (1) Change Management, (2) Earned Value, (3) Baselined Plan, (4) Resource Loaded, (5) Progress Method and (6) Governance Program. In addition, Project Forecasting and Corrective Action Verification were identified as the main areas where clients and contractors need to focus for the effective deployment of a PCS.Practical implicationsThe results of this study were used to create a PCS Maturity Model (PCSMM) and a PCS Success Index (PCSSI). The value of this index can help project managers to identify the maturity level of their PCS and improvement areas that lead to enhanced project performance.Originality/valueThis research presents an alternative maturity model for PCS assessment that provides a practical tool to identify areas for improving the critical elements of PCS success. The study draws a clear distinction between overall project success and the success of the PCS.

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.

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 Social Media Collaboration in Software Project Management

2019 ◽  
Author(s):  
Sania Imran ◽  
Faiqa Mehboob ◽  
Mehreen Sirshar
Keyword(s):  
Social Media ◽  
Project Management ◽  
Delphi Study ◽  
Cultural Context ◽  
Relationship Building ◽  
Software Project ◽  
Management Processes ◽  
Business Functions ◽  
The Impact

Social media has become part and parcel of the world of today. These days, it’s still the most talked about thing. It cannot be overlooked because it plays a key role in our business functions such as marketing and advertising. Social Media is all about collaboration on files, ideas and projects that help users and stakeholders to successfully complete the project. It influences how people communicate, develop relationship, build trust, increase transparency and provide cultural context. The fundamental aim of this research is to investigate the capacity for project management in social media. This paper explains how social media is used for project management knowledge areas and process groups. Also this research aims to identify SM tools that can be suitable for project management processes. Two studies Delphi Study of three rounds and structured case study interview are used to investigate the impact on the performance of the project team and process robustness. These studies support social media use by accessing the contribution to relationship building, trusts, coordination and cohesion.

scholarly journals Dealing with unpredictable risk - The influence of external factors on information systems development and implementations

2021 ◽  
Author(s):  
◽  
Ettiene Esterhuizen
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Project Management ◽  
Information Systems ◽  
Systems Development ◽  
Information Systems Development ◽  
Management Processes ◽  
Huge Impact ◽  
Risk Processes

<p>Organisations and especially Government departments develop information systems for their own specific needs, due to this Government departments invests a great deal in information systems development and implementation projects. The intention is to save on cost and develop information systems according to their needs and requirements. Unfortunately such projects are vulnerable and subject to a range of risks.  This case study identifies the risk factors involved in information systems development and implementation projects and the risk processes that are in place to mitigate against those risk factors. Furthermore the case study investigates an information systems development and implementation project where four legacy systems were to be merged into one newly developed system. The project was interrupted when an organisational merger resulted in the loss of key members of the governance board and the project team, either through redundancy or being allocated other responsibilities within the organisation. This exposed the project to unpredictable risk which caused the project to head down the path of possible failure.  The case study outlines the project plan, what actually happened and what according to the interviewed participants happened during the project. It is clear that the risk management processes wasn't followed and that wrongful decisions were made during the organisational merger. Unpredictable risks as a result of the merger and the decision to continue the project required a strong governance board, proper project management, proper risk management and the execution of the risk management processes. The lack of governance and project management had a huge impact on the project while the loss of expertise and knowledge added to the risk profile which resulted in further complications to the project. It’s during these situation that a strong governance board and proper project management is needed to make those critical decisions and steer the project towards success.</p>

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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