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.

Managing Organizational Change

2013 ◽  
pp. 1253-1278
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

Project Management Web Portals and Accreditation

2011 ◽  
pp. 848-854
Author(s):  
Vicky Triantafillidis
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Professional Certification ◽  
Management Skills ◽  
Web Portal ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Core Practice ◽  
Industry Sectors ◽  
Project Management Professional

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

scholarly journals Implementasi Manajemen Risiko Berdasarkan PMBOK Untuk Mencegah Keterlambatan Proyek Area Jawa Timur (Studi Kasus: PT. Telkom)

2017 ◽  
Vol 4 (2) ◽  
pp. 96-108
Author(s):  
Havea Pertiwi
Keyword(s):  
Project Management ◽  
Failure Modes ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
New Item

Peningkatan jumlah pengguna mendorong percaturan bisnis telekomunikasi berkembang menjadi lebih baik, hal ini mengakibatkan persaingan di bidang tersebut semakin ketat. PT. Telekomunikasi Indonesia, Tbk sedang melakukan proyek pembaruan infrastrukturnya. Pada tahun 2015, terjadi peningkatan jumlah proyek secara signifikan yang dikelola oleh Telkom Jawa Timur yaitu mencapai angka 105 proyek dan belum menerapkan manajemen risiko.Berdasarkan latar belakang tersebut digunakan pendekatan manajemen risiko proyek dengan standar Project Management Body of Knowledge (PMBOK)  yang diterbitkan tahun 1983 oleh Project Management Institute (PMI). Adapun tools untuk mengukur risiko digunakan metode Failure Modes and Effects Analysis (FMEA).Risiko yang menjadi prioritas dari hasil penelitian yaitu risiko keterbatasan kualifikasi tenaga kerja Mitra, adanya new item dalam pekerjaan yang belum terdapat dalam List of Materials,  keterlambatan pengurusan perijinan/ sitac/ PLN/ pihak ketiga, kesalahan perhitungan nilai realisasi proyek, keterbatasan jumlah tenaga kerja Mitra, perbaikan pekerjaan yang sudah selesai (rework), kurangnya komunikasi dan koordinasi, keterlambatan pemesanan material ke pabrik.

scholarly journals Aderência entre gestão de projetos e o sistema de gestão de convênios e contratos de repasse (SICONV)

2017 ◽  
Vol 12 (1) ◽  
pp. 83-97
Author(s):  
José da Assunção Moutinho ◽  
Roque Rabechini Junior
Keyword(s):  
Project Management ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
De Se

Destaques- Análise do modelo de gestão do Sistema de Gestão de Convênios e Contratos de Repasse (SICONV).- Relação estabelecida entre as fases de um convênio, gerido por intermédio do SICONV, e os grupos de processos definidos pelo Project Management Institute (PMI).- O modelo de gestão adotado possui diferentes intensidades de aderência às práticas de gestão de projetos, a depender da área do conhecimento analisada e da fase do ciclo de vida do SICONV.ObjetivoEstudar a aderência entre as práticas de gestão de projetos preconizadas pelo PMI e o SICONV. Mesmo com os esforços do PMI na elaboração do Project Management Body of Knowledge (PMBOK) especificamente para o setor de Governo, não há estudo que o relacione com o ambiente eletrônico que fornece suporte às transferências voluntárias (SICONV).AbordagemO artigo aborda os conceitos de projetos e gestão de projetos; contextualiza a gestão de projetos no ambiente público e a organização do Estado Brasileiro, com destaque para o papel dos municípios nas transferências de recursos voluntários; apresenta o SICONV, suas fases e funcionalidades e traça um paralelo entre os grupos de processos do PMI e o fluxo operacional do SICONV.AchadosO modelo definido pelo ambiente SICONV privilegia claramente os aspectos formais e legais das transferências voluntárias de recursos, isto é, a proposição do projeto por parte do ente municipal, a celebração do convênio entre município e governo federal, a formalização do ato, o monitoramento da implementação do projeto e a realização da prestação de contas. Destaca-se, ainda, que o modelo de gestão adotado possui diferentes intensidades de aderência às práticas em gestão de projetos, a depender da área do conhecimento analisada e da fase do ciclo de vida do ambiente.Limitações da pesquisaA análise de aderência das práticas de gestão de projetos ao SICONV indica lacunas que abrem caminho para investigação adicional, haja vista a dinâmica do ambiente apresentado.Implicações práticas A pesquisa apresenta a aderência entre áreas de conhecimento em gestão de projetos e ambiente do SICONV, apontando para a necessidade de se ampliar o modelo com o objetivo de elevar a gestão das transferências voluntárias para patamares mais altos.Originalidade/valor Identifca-se, na literatura especializada, uma forte restrição à ampla adoção de práticas de gestão de projetos na administração pública devido a peculiaridades do ambiente. Assim, entender a aderência existente entre as práticas de gestão de projetos e o SICONV para municípios brasileiros pode ajudar a preencher esta lacuna. 

scholarly journals Overview about project planning

2012 ◽  
Author(s):  
Catalin Drob
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Fourth Edition ◽  
Body Of Knowledge ◽  
Project Management Institute

The purpose of this article is to present the main aspects regarding project planning. This study is generally based on the fourth edition of the Guide to the Project Management Body of Knowledge (PMBOK Guide) developed by the Project Management Institute (PMI) in 2008. According to this edition of PMBOK, project planning involves a group of processes required to establish the scope of the project, refine the objectives, and define the actions that must be undertaken to attain the objectives of the project.

Organizational Project Management Models

2011 ◽  
pp. 2941-2947 ◽  
Author(s):  
Marly Monteiro de Carvalho ◽  
Fernando José Barbin Laurindo ◽  
Marcelo Schneck de Paula Pessôa
Keyword(s):  
Project Management ◽  
Historical Perspective ◽  
Management Models ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Requirement Definition ◽  
Management Area ◽  
The Status ◽  
Manager Support ◽  
Project Management Professional

Project management plays an important role in the competitive scenario, and achieved in the 1990s the status of methodology (Carvalho & Rabechini, Jr., 2005). Nowadays, there are more than 100,000 practitioners that earned the Project Management Professional (PMP®) certification from the Project Management Institute (PMI). This indicator highlights the increasing interest in project management area, especially in the IT companies, which are one of the top five industries in PMI’s membership numbers (PMI, 2005). The widely spread framework proposed by PMI called Project Management Body of Knowledge (PMBoK), now in the third edition (PMBoK, 1996, 2000, 2004), has been adopted by several kinds of project-driven organization (PMI, 2004). PMBoK clusters the main project management best practices in nine key areas. Nevertheless, a research carried out by Standish Group (2003) showed high failure level in IT project in North America. The research involved about 13.522 projects, of which only 34% can be considered a success. The main causes for IT projects failure were related to user’s commitment, manager support and requirement definition. It is important to emphasize that, regarding the project success measure in historical perspective, the success rate improved if compared to the first similar research carried out in 1999, which was just 16%. Based on this scenario, this chapter presents the main organizational project management models in order to help companies to upgrade project performance.

scholarly journals Práticas ágeis para gestão de projetos baseadas no PMBOK guide, no agile practice guide e na metodologia scrum

2020 ◽  
Vol 2 (1) ◽  
pp. 53
Author(s):  
Francisco Dos Santos Carvalho ◽  
Francisco Ângelo De Almeida Neto ◽  
Josafá Santos dos Reis ◽  
Ana Paula Perreira Assis
Keyword(s):  
Project Management ◽  
Process Improvement ◽  
Practice Guide ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Appraisal Method

Considerando a relevância das metodologias ágeis para o gerenciamento de projetos, este trabalho teve como objetivo analisar a aplicabilidade de práticas ágeis encontradas na 6ª edição do guia do Projetc Management Body of Knowledge (PMBOK), no Agile Practice Guide publicado pelo Project Management Institute (PMI) e na Metodologia Ágil Scrum, conforme proposto por Assis (2018). Para isso, foram analisadas práticas ágeis e avaliados quatroze itens estruturais e funcionais propostos com base nesses dois guias e na metodologia supracitada. Em termos metodológicos, trata-se de um estudo de caso de caráter exploratório e descritivo, com abordagem qualitativa e quantitativa, que fez uso de um método de avaliação adaptado do SCAMPI (Standard CMMI® Appraisal Method for Process Improvement). Quanto aos procedimentos técnicos, realizou-se um estudo de caso em uma organização pública do Estado da Bahia. Ao final do estudo, pôde-se concluir que ambos os guias e a metodologia Scrum apresentaram boa aplicabilidade de suas práticas ágeis em um projeto-piloto na área de desenvolvimento de software.

Project Management Topic Coverage in Recent Conferences

2000 ◽  
Vol 31 (2) ◽  
pp. 32-37 ◽  
Author(s):  
Anne M. Zobel ◽  
Stephen H. Wearne
Keyword(s):  
Project Management ◽  
Relative Frequency ◽  
International Project ◽  
Body Of Knowledge ◽  
Management Association ◽  
Project Management Institute ◽  
Recent Project ◽  
National Economies

The paper presents an analysis of the relative frequency of attention to project management body of knowledge topics in papers presented at recent Project Management Institute (PMI®) seminars/symposia and International Project Management Association congresses. The results show that some topics of importance in project management have had little or no attention at these conferences, and that sectors of industry are not represented to match their importance in national economies. Possible reasons for these results are discussed and some recommendations offered to the organizers of future conferences.

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