Project Management Maturity Level Research Articles

Enhancing IT Hybrid Projects in The Directorate General Of Customs And Excise of Indonesia: An Improvement Process

The Directorate General of Customs and Excise (DJBC) confronts mounting challenges due to the expanding international trade. To address this issue, an optimal software solution is required for efficient service provision and supervision of transactions. However, the completion of IS projects faces significant delays, with only 25% reaching completion despite the immediate need for a reliable system. These delays stem from various problems encountered during project execution. This research employs the Kerzner Project Management Maturity Model to assess the IS project management maturity level at DJBC and categorise the identified problems. Subsequently, solutions extracted from PMBOK 7 are mapped to address these issues. Findings indicate an average maturity score of 390, falling short of the target of 600 required for level 1 maturity. Additionally, 13 problems have been identified and linked to solutions within the seven standards/domains of PMBOK 7. The research presents two strategic goals: improving project management processes and enhancing client satisfaction, assessed using seven measurement indicators. This study offers valuable insights for DJBC to address project management challenges, enhance maturity levels, and achieve desired outcomes.

Project management in the construction industry of the Republic of Kazakhstan: maturity level analysis

If we consider the construction market as a type of economic activity, the market provides for the creation of objects, measures for their restoration. The project has goals, prerequisites for implementation and takes into account the individual characteristics of both the project and the construction site. The basis for effective and high-quality project implementation is an effective project management system. Currently, in the organizations of the construction industry, the most widespread project-oriented management approach. More and more construction organizations, in order to quickly and timely respond to emerging changes, come to the realization of the need to standardize project management processes. The purpose of the study is to analyze the level of maturity of construction companies in the Republic of Kazakhstan. For this, an adapted Berkeley model was used to assess the maturity of project management in construction companies of the Republic of Kazakhstan, on the basis of which the intensity of the use of project management processes in construction projects was analyzed. In the article, depending on the tasks to be solved, methods of scientific abstraction, system analysis, comparative analysis, models of the project management maturity level, a quantitative survey method, etc. are used. The novelty and result of the study is the adapted Berkeley project management maturity model, combined with the processes of the PMBOK international project management standard, to assess the maturity of project management in the construction sector of the Republic of Kazakhstan.

An extension of the diffusion of innovation theory for business intelligence adoption: A maturity perspective on project management

This study's objective is to analyze the factors that influence whether or not small and medium-sized enterprises (SMEs) use business intelligence. Based on an exhaustive assessment of the literature, the study offers a model dependent on the diffusion of innovation and augmented with factors expressing the idea of project management maturity (PMM). The research applied structural equation modelling (SEM) to examine data obtained from 112 Jordanian company workers. The findings showed that the adoption of business intelligence has a positive and significant relationship to the complexity, compatibility, and relative advantage of business intelligence; the level of project management maturity has a significant effect on the level of relative advantage, compatibility, and complexity; and the level of project management maturity is significantly associated with the change management and knowledge sharing practices in SMEs. However, we contend that further study has to be carried out, particularly in the context of developing nations, in order to get a comprehensive understanding of how different SMEs may effectively deploy and make use of business intelligence.

A Review of Project Management Practices in EU-funded Horizon2020 Projects

The current global economy is extremely competitive and it requires an efficient funding of public projects, especially when it comes to research and development. Project Management (PM) practices are intended to increase such an efficiency. The objective of this work is to explore the usage of PM methodologies and practices in projects funded by the European Union as part of the “Horizon2020” research framework program from 2014 to 2020. To this end, this research uses of a survey-based data retrieval to investigate the level of perceived PM maturity in Horizon 2020 projects. The results show that Project Managers involved in Horizon 2020 projects hold a high level of PM maturity, especially in the areas of cost management, communication and stakeholders management thus confirming that PM standards, which are imposed by the EU commission as a binding process, are effectively enforced. In conclusion, this work extends the results to provide useful feedback, suggestions, and opportunities for improvement to be implemented in future programs.

Exploratory Analysis of Project Management Adoption and Maturity Level of IT Companies–A Comparison between Macao and Hengqin

Exploratory Analysis of Project Management Adoption and Maturity Level of IT Companies–A Comparison between Macao and Hengqin

Project Management Maturity and Business Excellence in the Context of Industry 4.0

Even though Industry 4.0 is primarily focused on the implementation of advanced digital technologies, this is not the only aspect that should be considered. One of the aspects that calls for attention is the ability to create a sustainable and agile industrial environment. In this sense, the role of project management is crucial for achieving business excellence in a new industrial paradigm. The main goal of this paper was to determine the impact of different levels of project management maturity on business excellence in the context of Industry 4.0. The research in the paper was made using a sample of 124 organizations, differing in industry type and size, and recognized through the business excellence awards or recognitions given by European Foundation for Quality Management (EFQM). Using the Project Management Maturity Model (ProMMM), a significant connection was found between project management maturity and business excellence. Considering technology advances, these relationships were further examined in the context of Industry 4.0. Empirically based conclusions were drawn, which contribute to the literature on project management and business excellence in the context of Industry 4.0. Practitioners can implement them for more effective project management with the intention of bringing excellence into the organization’s operations and results. Additionally, they can be useful to help organizations better cope with changing technology trends.

Organizational Aspects and Practices for Enhancing Organizational Project Management Maturity

An organization’s performance in a project is determined by its ability to implement project management knowledge and practices. This ability reflects the organization’s level of project management maturity (PMM). PMM is premised on the belief that the higher the PMM level, the higher the ability to successfully deliver a project. With this in mind, the current paper aims to determine the type of organizational aspects and practices that could influence the success of PMM implementation in organizations. For this purpose, a systematic literature review (SLR) was performed on 23 articles published between 2011 and 2021 that studied PMM. The findings showed that most articles stressed organizational culture and integration with strategic organizational initiatives. Among all the studied industries, the information technology industry stood out. Content analysis was used for analyzing data, which were thematized using ATLAS.ti. Ten sub-themes emerged, with six sub-themes under organizational aspects and four sub-themes under organizational practices. These sub-themes, which were intertwined with the implementation and growth of PMM in organizations, positively impact project delivery performance. Based on this, several future research opportunities were proposed.

Will knowledge infrastructure capabilities elevate the project management maturity? An empirical study

Purpose The factors for higher education institutions’ (HEIs) project management failure have been studied for several years. One of the issues is a lack of tools to combine their knowledge infrastructure capabilities (KIC) with project management (PM) to examine these infrastructures and monitor maturity. There are several project management maturity (PMM) models available. However, there are just a few empirical studies that support the three knowledge infrastructure capabilities and PMM integrations. As a result, the current research aims to suggest a new conceptual model, KIC-knowledge management (KM), and assess a research model that includes the three knowledge infrastructure capabilities as a prerequisite to elevate the PMM. Design/methodology/approach Partial least squares structural equation modeling (PLS-SEM) is used to evaluate the proposed research model. The study’s hypotheses were also examined using a sample of 352 respondents from PM departments at ten Yemeni public universities. Findings The study found that if the three key knowledge infrastructure capabilities integrate into the PMs, then it will help HEIs to perform project tasks more effectively and efficiently. Also, it will improve the PM maturity level if all the three capabilities positively effect PMM. Research limitations/implications The study findings cannot be generalized to other industries because the collected date were with the Yemeni public universities’ context. Also, the new proposed model can be assessed in various sectors to increase the validity of the model. One more thing, future academics can conduct qualitative research study to validate again the proposed model. Practical implications Project managers can develop and improve their organization’s effectiveness and performance by focusing on these findings and using the developed model. Also, the findings of this study can be used as a benchmark for evaluating initiatives and knowledge-based governmental entities. Social implications It is an opportunity for knowledge-based governmental entities particularly and other organizations to elevate most of projects to achieve a supreme level of maturity. Also, this study will assist employees to understand the relationship between KICs and projects within HEIs in Yemen. Originality/value This paper is among the first to empirically study the impact of the three knowledge infrastructure capabilities toward PMM. It links between two important domains: KM and PM.

Assessment of knowledge process capabilities toward project management maturity: an empirical study

PurposeThe reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM.Design/methodology/approachThe suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen.FindingsAnalysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project.Research limitations/implicationsThe findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes.Practical implicationsThe proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future.Social implicationsThis study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity.Originality/valueThis study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

Selected Determinants of Stakeholder Influence on Project Management in Non-Profit Organizations

The article concerns the impact of stakeholders on project management in non-profit organizations. This issue was presented from the perspective of the organization’s project management maturity. It seems that this issue has not yet been adequately researched by scientists. Contribution was made to the theory of project management by highlighting the need to adjust the level of project management maturity and stakeholder management maturity, and by recommending areas for further research. It has been noted that stakeholder management and risk assessment are just as important as the issues of financing projects and planning their purpose, scope and selection of project teams. The conclusions were based on the analysis of the results of empirical research. The empirical material came from a study based on a sample of 93 non-profit organizations operating in Poland.

IMPLEMENTATION OF PROJECT MANAGEMENT MATURITY MODEL TO IMPROVE THE EFFICIENCY OF ACTIVITY OF LOCAL SELF-GOVERNMENTS

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.

Analysis of Maturity Level Project Management of Software Development In Scrum Framework: Case Research On Tribe Enterprise PT. XYZ

One of the most widely used product developments now is Agile Development Method. In Agile Development there are several frameworks, one of them is Scrum. This research examines the maturity level of software development project management that applies Scrum framework. The research was conducted using quantitative research methodologies using Scrum Maturity Model. Data was collected by distributing questionnaires to employees at a company that works as a Scrum Master. In addition to the data obtained from the questionnaire, interviews were also conducted to confirm answers from respondents. The interview aims to ensure the answers given by respondents are consistent with documentary evidence carried out through the research of project documents. Then the data analysis is done by assessing the level of maturity of each process in the Scrum framework using Agile Maturity Model (AMM) approach. The results from the analysis of Maturity Level Project Management of Software Development are used to provide recommendations for improvement to achieve a higher level of maturity.

PMO as a tool for the organizational knowledge management: case study in a project-based company of the sanitation service sector

Purpose: In projected-based company, where all process dynamics and information flow are concentrated around projects, the role of the Project Management Office (PMO) becomes even more relevant. Precisely, the objective of the study was to highlight the importance of the PMO, as a tool in the management of organizational knowledge, in a research carried out, through a case study, in a project-based organization of the sanitation services sector.Methodology: The qualitative research method used the Project Management Maturity Model (MMGP) to assess the level of maturity in project management and to identify organizational and knowledge problems observed in the phases of the knowledge management process, with the application of an electronic questionnaire to verify the perception of the directors regarding the role of the PMO in knowledge management, coding and personalization as knowledge management strategies and the 5W2H quality tool for planning actions.Findings: The PMO's initiatives and practices in the organization under study resulted in an increase in the level of maturity in project management, in the total resolution of 70% of organizational problems and in the creation of a Knowledge Management System, confirming the relevant role of PMO in management organizational knowledge.Unique contribution to theory, practice and policy: The research has as a differential the use of the PMO as an instrument for the organizational knowledge management, a theme that lacks in the literature, as well as the exploration of knowledge management in the sanitation services sector. Another contribution is the application of the Project Management Maturity Model to assess the level of project management maturity and identify organizational and knowledge problems and observe the improvement after actions

PROVISION OF MATURITY OF PROJECT MANAGEMENT: METHODICAL APPROACHES AND PRACTICAL IMPLEMENTATION

Introduction. In recent years, there has been a rethinking of the role of project management in the domestic business in ensuring effective implementation of strategic development plans for companies, ensuring their market success in the face of increasing competition, effective management of the current activities of firms that are project-oriented. This means that, regardless of the specifics of the activity, all companies implement various projects. However, they can be divided into process- and project-oriented. Regardless of which of these two groups the enterprise belongs, there is a need to use project management tools – either in the context of operational activities for the project-oriented business, or for the implementation of various projects in traditional manufacturing or service companies. Accordingly, there is a need to assess the maturity level of project management in order to identify ways for its further development and improvement. Insufficient attention and awareness of the importance of professional project management are typical of Ukrainian small business enterprises. In the course of their business activities, these entities often work in project-oriented industries on the one hand, and remain quite ignorant about the implementation and development of project management on the other. Their weaknesses are the lack or low quality of application of its methods and tools, ignoring modern developments and innovations in the field of management. Purpose. To substantiate the author's model of maturity of project management and to determine its effectiveness for domestic small business enterprises. Method (methodology). The methods of scientific generalization were used in substantiation of theoretical approaches of maturity models; methods of general scientific abstraction, induction and deduction – when developing an authoritative model of project management maturity; analysis and synthesis – to implement the author's model in the practical activity of enterprises. Results. The scientific results of the work include the author's model, which allows to establish the level of development of the enterprise in the implementation of the project activity. It has been empirically proven that the proposed model is based on the assessment of project management by 24 qualitative indicators and aims to determine one of three levels of maturity: the initial level, the level of formation and the level of sustainable development; contributes to improving the quality of project implementation for small businesses.

Maturidade em gerenciamento de projetos: uma análise das empresas organizadoras de corridas de rua da cidade de São Paulo

A maturidade no Gerenciamento de Projetos (GP) está diretamente relacionada à capacidade da organização gerenciar os seus projetos. No esporte, a gestão das organizações esportivas e a realização dos eventos tornaram-se complexos, abordando diferentes áreas e exigindo a construção adequada de projetos. Nesse contexto, o objetivo da pesquisa foi identificar o nível de maturidade em GP nas empresas organizadoras de corridas de rua. A pesquisa se caracteriza como aplicada, descritiva e quantitativa, sendo baseada no modelo de maturidade Prado-MMGP. Foram identificadas 24 empresas que organizam corridas de rua na cidade de São Paulo e o questionário, baseado no modelo Prado-MMGP, foi aplicado online, entre maio e setembro de 2018, sendo obtidas respostas de quatro empresas. Os respondentes foram todos homens com idade média de 45,5 anos, formação em diferentes áreas, mas nenhum em GP, com cargos elevados e nas empresas há mais de 6 anos. As empresas são de porte diferentes com apenas uma possuindo setor responsável pelo GP. O nível de maturidade médio verificado foi de 3,26, equivalente ao nível padronizado do Modelo Prado-MMGP, com as empresas variando entre 4,57 e 2,30 pontos. A média é maior do que o nível médio de maturidade do Brasil e de que empresas que organizam eventos no geral. O estudo, pelo seu ineditismo no esporte, contribui indicando quais pontos devem ser aperfeiçoados no GP das empresas analisadas e fomentando a pesquisa sobre o GP e a sua maturidade nas organizações esportivas brasileiras.

Examining the Performance of NGO Projects in Fragile States - The Case of World Vision South Sudan Program

The present study summarizes the findings, conclusions and recommendations of the research project “Examining the Performance of NGO Projects in Fragile States - The Case of World Vision South Sudan Program.” The purpose of this research is to assess the performance of projects in fragile states in terms of time, cost, scope, quality, and customer satisfaction. As cost and schedule are believed to comprise 2/3rd of the cost-schedule-quality equilibrium, the performance analysis was focused on time and cost elements. The motto of World Vision South Sudan (WVSS) is excellence in execution. The results of literature review, analysis of project performance data, organization’s level of project management maturity and customer satisfaction indicate that 80% of the past projects were completed behind schedule with 46% under spending and 39% cost overruns. Likewise, over 60% of the projects failed to achieve one or more deliverable objective. Consequently, only 15% of the projects ended on budget and on target. The earned value analysis also shows that 67% of the ongoing projects were behind the schedule. If the remaining project activities implemented at the current pace, over 60% of the projects will end far behind the schedule with US $15-20 million additional cost per year. Moreover, 99% of the project managers had no formal project management training or capacity. Furthermore, about 55% of community, local government & partner UN/NGO representatives were dissatisfied with WVSS’s project performance. Project implementation phase is the most challenging part of the project cycle often weighed down with uncertainties. Therefore, it is highly recommended that organizations operating in fragile contexts equipped with comprehensive project management capability and business process/operational excellence to ensure that projects are completed on time and on budget with expected quality standards. Besides, projects must adapt flexibly and innovative ways of working in difficult environments in order comply with accountability standards and commitments to beneficiary communities, donors and other key stakeholders.

Maturidade em gerenciamento de projetos na administração pública: o caso da Fiocruz Brasília

Objetivo: verificar o nível de maturidade em gerenciamento de projetos da Fiocruz Brasília, e verificar o seu status em relação às demais unidades Fiocruz. Método: tratase de um estudo com abordagem qualitativa do tipo exploratória, com amostragem não probabilística por conveniência e julgamento, realizado no período de setembro a novembro de 2017, com aplicação de questionário eletrônico específico. Os dados foram organizados e tabulados em um banco de dados constante em planilhas do software Excel. Resultados: Os resultados obtidos indicam que na mostra de unidades pesquisadas, o nível de maturidade da Fiocruz Brasília foi de 2,2, valor compatível com a última pesquisa nacional realizada sobre o nível de maturidade em gerenciamento de projetos em organizações públicas e privadas. Conclusão: Entretanto, os dados obtidos indicam uma oportunidade de melhoria contínua das práticas de Gerenciamento de Projetos realizadas na unidade, em busca da disseminação da cultura de projetos na unidade, de forma a contribuir à formulação de um modelo integrado de gestão de projetos de ciência, tecnologia e inovação em Saúde para a Fiocruz.

A NOVEL METHOD FOR STRATEGIC DECISION MAKING BASED ON PROJECT MANAGEMENT MATURITY

This paper presents a novel method to evaluate the maturity of projects and organizations in order to minimize the risks. It is assumed that the higher the project management maturity (PMM) level is, the higher the performance of projects is, but a high PMM level requires investment. So far, the maturity of the major stakeholders to ensure they have enough competence to perform successfully, project complexity and success have not been considered by maturity evaluation methods. in this paper we go a step forward and investigate the relationship between those elements. As a result of this research, we present a novel model to evaluate the maturity of the Client and the Contractor and the complexity of the projects.. We have applied our model in qualitative research studies and demonstrate that it is a concise and useful framework for companies that seek optimum maturity levels. Our method is useful when the trust among organizations is low, and it provides stronger position to organizations facing a business opportunity. Keywords: Project management maturity, project complexity, business strategy

Configuring the project management office: case of an innovation industrial company

Project management development in various industries and spheres of activity has caused a variety of forms and functions of project management offices. This has caused the need to develop an approach to the configuration of the office of a company. The research object – an innovative industrial company – predetermined the need to form a project management office as a center of management consulting. The study was carried out on the basis of the case-study methodology, which combined the documents analysis, assessment of the project management maturity and survey methods.It proposes and approves the approach to designing the project office configuration based on the assessment of the level of organizational and technological project management maturity. The in-depth study of the industrial innovation company made it possible to disclose the main components and connections in the system «innovation – project management (project office) – consulting». As a result, the set of functions of the project management office is determined, and in particular, the content of the consultancy function in the process of the current activity within the innovative industrial company (process consulting).

Exploring earned value management in the Spanish construction industry as a pathway to competitive advantage

ABSTRACTAs a well established discipline and profession, project management has its distinctive tools and techniques. One of them that has been considered the embodiment of the core principles of project management is the Earned Value Management (EVM). In managing construction projects, the EVM has been considered as a suitable tool and hence, has been implemented in various construction industry but absent in some others. Taking into account the dynamic environment where construction companies have to operate, particularly in turbulence environments as the direct result of recent global economic downturn, this paper explores the potential implementation of EVM in one of the construction industry, the Spanish construction industry. The outcomes confirm the needs for and feasibility of implementing EVM as a structured approach in the industry to reposition the Spanish construction industry with the long term view to increase its project management maturity level as a pathway to gaining competitive advantage.