Management Maturity Research Articles

Analysis of 105 IT Project Risks

The article is aimed at increasing the probability of successful IT project completion by identifying the sources of 105 universal risks as well as establishing cause-and-effect relationships between these risks. The article presents the results of an analysis of 105 risks relevant to IT projects; five of them are commercial risks, 45 are compliance risks and 55 are project risks. Risk analysis was carried out using the 5Why, SWIFT and Harrington coefficients. Based on the results of the analysis, the root causes initiating the onset of risks were identified, such as the user, customer, project manager, project team, subcontractor and competitor. Moreover, it was found that the share of the users in the total number of risk sources is 2%, 15% for the customer, 43% for the project manager, 36% for the project team, 2% for the subcontractor and 2% for the competitor. The article also shows models of cause-and-effect relationships of compliance and project risks, presents the results of assessing the risks occurrence probability and their possible impact in cases of materialization, and establishes the most likely and dangerous scenarios in IT projects. The results obtained allowed the development of a criterion to assess the management maturity of a contractor (executor, supplier) planning to develop an computer program as part of an IT project.

Areas of maturity in project management in local government organizations in Poland

Purpose: The purpose of this article is to determine the level of maturity in project management in selected areas in local government organizations in Poland. Design/methodology/approach: The analysis conducted for this paper included literature analysis, survey research and analysis of research results. The objectives of the article were achieved by obtaining answers to the formulated research questions. Findings: Based on the literature review, the article identifies project management maturity levels and indicates the areas in which project management maturity is studied. Based on the results of the study, the level of maturity in four areas of project management in local government organizations in Poland is indicated. Originality/value: The study of project maturity in four areas of project management in local government organizations in Poland, allowed us to identify the area in need of improvement. This is very important, because often limitations in one area hinder the achievement of higher levels of maturity in other areas of project management maturity. Keywords: project management, local government organisations, maturity in project management. Category of the paper: research paper.

Comprehensive evaluation study on the maturity of railway construction project management

With the reform and opening up, China's rapid economic development and the growing demand for passenger travel, high-speed railway projects are booming. China's railways are renowned worldwide for their high speed, low pollution and technicality, reducing transport costs, increasing the speed of logistics and promoting social and economic development. However, high-speed railway projects are systematic, complex and comprehensive, with difficult construction, extensive use of new technologies and techniques, weak theoretical and technical foundations for managers, corporate reliance on previous experience and deficiencies in traditional management models, resulting in failure to complete properly or frequent accidents. In this paper, a comprehensive evaluation study on the maturity of railway construction project management is conducted to address the shortcomings in the management of large-scale projects such as railways and to enhance the core competitiveness of enterprises.

ОЦЕНКА HR-КОМПЕТЕНЦИЙ СПЕЦИАЛИСТОВ КАДРОВЫХ СЛУЖБ ГОСУДАРСТВЕННЫХ ОРГАНОВ

The subject of the study is HR competencies of specialists of personnel services of state bodies. The article presents an approach to the assessment of competencies of HR specialists of state bodies using the 180-degree assessment method as part of monitoring the maturity and effectiveness of HR management. Currently, a single model of HR competencies is not used for regular performance evaluation of HR specialists of state bodies, which makes it difficult to plan their professional development both at the level of individual state bodies and for the entire civil service as a whole, and also complicates the introduction of modern HR technologies. In the context of current priorities, these are technologies aimed at implementing customer-focused standards. The purpose of the paper is to test the preliminary model of competencies of HR specialists of state bodies, to determine the basic (initial) level of their development, taking into account the specifics of HR activities. The research results allowed us to draw conclusions about the need to develop change management competencies, motivation, and corporate culture required to implement the principles of the “State for People” concept. The authors conclude about the importance of assessing HR competencies to determine the level of maturity and effectiveness of HR management in a state body. Proposals have been formulated on further steps to develop and test a unified model of competencies of HR specialists of state bodies, including a recommendation to supplement the 180-degree assessment with professional testing of HR teams. The materials of the article are addressed both directly to representatives of state and municipal authorities, and to a wide range of readers interested in tools and technologies for assessing competencies.

Scenario building and measurement of the business process maturity using fuzzy cognitive mapping technique: a case study in SAIPA company

One of the current concerns of managers is to develop the business process maturity and identify the conditions for improving the pertaining processes. This eventuates in increased customers, reduced costs along with mechanised business processes. In this regard, this paper unveils a two-stage approach to develop the maturity of business process management exploiting the fuzzy cognitive mapping technique. In the first stage, a systematic review of the relevant literature is carried out. The output of this stage encompasses the maturity levels, factors and indicators of the concerned business process model. Applying the fuzzy cognitive mapping technique, the second stage obtains macro causes and effects, in which, the dimensions of maturity and related relationships are identified to render the possibility of scenario building for the development of business process maturity. In a bid to validate and verify the proposed approach, a real case study is conducted, via which important insights are derived.

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

ФОРМУВАННЯ ЛОГІСТИЧНОГО МЕНЕДЖМЕНТУ НА ПРИНЦИПАХ LEAN-ЛОГІСТИКИ

The article is devoted to the study of the issue of formation of effective logistics management on the principles of lean logistics. The article analyses the scientific and methodological basis for implementing the principles of logistics management by Ukrainian enterprises. The study defines the essence of the definition of "Lean logistics". It has been established that the principles of Lean logistics are based on cost control, waste reduction, speed increase and maximum use of customer values, which allows maximising the benefits of logistics activities. It is specified that Lean logistics is a sign of the maturity of management of a logistics enterprise and a new management model created to adapt to market development in an economically unstable situation. It is emphasized that adherence to the principles of Lean logistics will allow the enterprise to increase the level of competitiveness on the market. The companies that are currently actively implementing Lean logistics technologies in their operations have been identified. On the basis of theoretical material and research of practices of applying Lean-logistics in the process of entrepreneurial activity, the main goals, principles and key principles of implementation of Lean-logistics are identified. The tools and methods for implementing the Lean logistics technology are defined. The main stages of Lean logistics implementation are highlighted. The main technological aspects of lean logistics implementation are identified. An analysis of the implementation of the lean logistics concept by Ukrainian enterprises has made it possible to explore the key conditions for development and obstacles to the introduction of Lean innovations. It is noted that the main driver of the implementation of Lean logistics technology is personnel. It is stated that in order to implement Lean logistics, the most important stage is planning, since it significantly determines whether an efficient logistics process will be formed and whether the implementation of this innovation will bring additional benefits for the enterprise. In conclusion, it is noted that the implementation of the Lean logistics model is a requirement of the time and the key to increasing the development and competitiveness of an enterprise.

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.

Research on Capability Maturity Evaluation Model of Power Grid Data Management

This paper compares the main data management maturity models at home and abroad, The main content and practical application of data management capability maturity model of power grid enterprises are expounded, and some suggestions on data management capability maturity evaluation of power grid enterprises are put forward, aiming at providing ideas and methods for data management and data management capability maturity evaluation of power grid enterprises.

Project Management Maturity in the South African Railway Industry

Project Management Maturity in the South African Railway Industry

Towards building a comprehensive big data management maturity framework

Towards building a comprehensive big data management maturity framework

Business Process Management Maturity Assessment Based on Organizational BPM Capabilities of the Digital Era

Business Process Management Maturity Assessment Based on Organizational BPM Capabilities of the Digital Era

Developing a multi-perspective capability model for organisational business process management maturity assessment in digital era

Developing a multi-perspective capability model for organisational business process management maturity assessment in digital era

Project Management Maturity Models: Proposal of a Framework for Models Comparison

With the evolutions of projects, it is necessary that companies understand the importance of project management, since this idea allows them to plan and monitor a project properly, through a set of knowledge, techniques, and tools. However, the implementation of project management alone is not enough. It is necessary that there is a continuous improvement in project management and an increase in maturity that accompanies the changes and needs of companies. These improvements and increases in maturity level are possible with the application of maturity models in project management. When well used, they allow companies to understand where they fail and where they need to improve. And if the measures taken from the models are applied, companies benefit positively in the delivery of the intended results, on time and on budget. As well as, in standing out compared to other companies in the market. Therefore, this study proposed a framework to compare project management maturity models. It allows the consideration of a set of variables when choosing a model. The results show that the Prado PMMM is typically the most suitable model for evaluation.

PROJECT MANAGEMENT MATURITY AND PROJECT MANAGEMENT SUCCESS IN DEVELOPING COUNTRIES

This paper explores whether organisations in a developing country have become more mature over time in their project management practices, and compares the current state to findings from a similar study conducted in 2010. It thus contributes to the scant literature on project management maturity in developing countries. Six hundred responses to a project management maturity questionnaire were used to investigate the perceived project management success of 9 389 projects. The results indicated that the perceived average project management maturity dropped from the 2010 value of 2.88 to 2.64 in 2020. Despite this, most of the projects surveyed were still perceived as successful. Keywords: Project management maturity, project management success, developing countries

Knowledge management maturity in healthcare service

The concept of knowledge management can be defined in a broader sense as the process that includes the creation, sharing, use and management of knowledge within the service/company to improve the practices of using knowledge to achieve the organisational goals. Healthcare organisations must develop knowledge management departments, and consider investing in crucial factors as solutions that allow the improvement of the healthcare systems. The main goal of this research is to evaluate the impact of KMM on the success of healthcare institutions and how the process of KM is implemented. The present study was developed based on answers given by Portuguese healthcare professionals working in mainland Portugal and the Islands. Data were collected using a questionnaire to hundreds of professionals and statistical analysis was done with SPSS. The main findings show that inefficient communication among everyone, few meetings, technology problems, rare feedback sharing, few service innovations and rare professional training are the main barriers in healthcare service.

Developing a Multi-Perspective Capability Model for Organizational Business Process Management Maturity Assessment in Digital Era

Developing a Multi-Perspective Capability Model for Organizational Business Process Management Maturity Assessment in Digital Era

Development and application of patent management maturity model: a capability-based perspective

Development and application of patent management maturity model: a capability-based perspective

Evaluation of design maturity models for usability in the it industry

Purpose: The ability of an enterprise to execute projects, using the tools appropriate to do so, is called project maturity. On the other hand, at a higher level of detail, it is seen as the appropriate selection of a portfolio of projects, in such a way that the implementation of given projects is directed to support the goals and strategies of the enterprise, as well as the ability to apply appropriate project management tools and techniques. Accelerating changes in the company's environment, cause them to be forced to implement project management, in order to increase flexibility and standardization, so that activities become more professional. In sum, this translates into better financial health of the enterprise, a better position among competitors and, what is related to this, gaining new markets for their products and services. Project maturity models provide a starting point for conducting an analysis of the current state of the enterprise and indicate the direction or directions in which the enterprise should develop. The purpose of this article is to present the results of a usability analysis of project maturity models for an IT enterprise. The following models are presented in it: PMMM (The Kerzner Project Management Maturity Model) - developed by H. Kerzner; P3M3 (Portfolio, Program and Project Management Maturity Model) - developed by the Office of Government Commerce; OPM3 (Organizational Project Management Maturity Model) - developed by the Project Management Institute; P2MM (PRINCE2 Maturity Model) - developed by the Office of Government Commerce. The essence of project maturity, the project approach and its operation and improvement in management systems is also discussed. Design/methodology/approach: The article is exploratory in nature, and the primary research was conducted using the expert interview method. Research limitations/implications: Future research should focus on further analysis of both design and process maturity models. Practical implications: The research discussed in this article can contribute to further empirical research, including, among other things, the initiation of work on the development of a project maturity model aimed at the IT industry. Social implications: The practical implications of the research involve the possibility of using IT to improve existing maturity models and practical implementation in IT companies. Originality/value: The main value of the article is the analysis of models past IT practitioners, and the overview presented is based on existing and used maturity models. Keywords: project management, project maturity, project maturity models, enterprise maturity. Category of the paper: General review, Research paper.

Towards building a comprehensive big data management maturity framework

Towards building a comprehensive big data management maturity framework