Organizational Project Management Maturity Model Research Articles

Role of Organization Project Management Maturity Model (OPM3) in leveraging Program and Project Management Practices

Successful projects require appropriate tools and effective management practices. Managers need to have a clear insight into project goals and use outstanding skills to implement them accordingly. They also must maintain a balance between customer satisfaction levels and profit maximization goals. The Organizational Project Management Maturity Model (OPM3) is among the critical tools for generating standardized outcomes in organizational projects. This study analysed the overall features of OPM3, its purposes, components, SWOT analysis and its key success factors. The researchers conducted an investigation among organizations that use the model in the UAE. They administered written questionnaires among the participants and analysed both the qualitative and qualitative data using tables and charts. Based on the findings, the main purpose of the model is to incorporate critical portfolio management and programs into organizational projects. The tool allows project managers to standardize measure and control the outcomes effectively. The major success factor is the generation of optimized outcomes since the OPM3 model allows for the continuous identification of gaps and improvement of processes. The major challenges associated with OPM3 implementation was rigidity and lack of clear governance structures in most organizations. The researchers conclude that written policies and procedures in addition to excellent management skills can maximize the benefits of OPM3 models among the UAE organizations.

Organization Project Management Maturity (OPM3) Implementation, Critical Success Factors and Challenges

1. Abstract
 Successful projects require appropriate tools and effective management practices. Managers need to have a clear insight into project goals and use outstanding skills to implement them accordingly. They also must maintain a balance between customer satisfaction levels and profit maximization goals. The Organizational Project Management Maturity Model (OPM3) is among the critical tools for generating standardized outcomes in organizational projects. This paper portrays research of OPM3 implementation among organizations in the UAE and spotlights the critical impact of OPM3 on organizations. The research shows that an effective adaption of OPM3 components and levels will impact the overall performance of the organization. The research is based on both primary data collected from existing surveys and secondary data that is gathered through various sources such as journal articles and research papers to illustrate the organizations using the OPM model, that is constructed to fulfil the future needs of the organizations and endorse modification if needed. The conclusion that was derived from the pieces of evidence illustrates that written policies and procedures in addition to excellent management skills can maximize the benefits of OPM3 models among the UAE organizations.

TECHNOLOGY OF CHOOSING AN EFFECTIVE METHODOLOGY OF IT PROJECT MANAGEMENT

The dependence of the choice of the optimal IT project management methodology on its successful completion is shown. Choosing a management methodology is one of the first decisions a project manager makes. Each of the existing management methodologies for different types of projects has its own pros and cons. Some are designed for speed of software development, others for full compliance, and still others for creativity and continuous improvement. Choosing the best methodology requires a clear understanding of the positive or negative impact on a particular project. There is no universal methodology, so its choice is made individually for each project, focusing on its goals, scale, complexity, deadlines, professionalism and discipline of the team. This is necessary because some methodologies allow you to speed up development, while others make it more thorough, eliminate the risk of significant problems, errors or product flaws. That is, each management methodology is focused on different aspects and features of projects, therefore, a combination of several methodologies at once is possible. The main objective of the article was to find out to what extent a specific approach meets the goals and characteristics of an IT project. The process of analyzing, evaluating and selecting the appropriate methodology was based on the Organizational Project Management Maturity Model (OPM3), an Organizational Project Management Maturity Model. With this in mind, the analysis of the essence and principles of IT project management methodologies and software product creation has been carried out. The most popular of the existing approaches are considered, their content, history of formation, advantages and disadvantages, as well as areas of application for different types of IT projects are determined. Comparison of these approaches was performed according to the selected criteria. A vision of the formation of an integral assessment of the choice of the optimal methodology for a specific IT project has been formed. To automate the adoption of design decisions on the basis of the proposed integral assessment, a technology was proposed for choosing the optimal methodology for the selected design indicators.

Project Management Office (PMO)

A Project Management Office (PMO) is one entity that can be used to deliver products and services to internal and external customers by using projects and project management tools and techniques. This study aims to provide an account of how to use a project to make recommendations about how to implement a Project Management Office (PMO). A case study example is used to demonstrate how an IT international company used the OPM3 (Organizational Project Management Maturity Model) approach to: (a) acquire knowledge; (b) perform assessment; and (c) managing improvements. The authors include a discussion about specific PMO implementation steps as compared to the challenges from previous implementations and thoughts about how the PMO after implementation provides value to the organization as well as value to the project human resources. Finally, the authors conclude the paper with thoughts related to the contributions of this study and the associated limitations and applicability to other implementations.

Управління проєктами: стан та перспективи розвитку підприємства

Trends in the theory and practice of project management over the past seven decades and prospects for the future have been studied. An analysis of the project management practice was carried out at SE “Industrial Association “Karpaty”. It was established that the project practice of the enterprise is usually quite chaotic, unsystematic in nature and lacks clear methodological foundations of modern project management. The current level of maturity of the project management system of the enterprise under study was identified, which corresponds to the second level, namely the formation of the system. According to the results of the analysis of the strategic potential, it was concluded that SE “Industrial Association “Karpaty” currently has an average level of development potential (a powerful material and technical base, the use of modern technologies, a high culture of production and product quality, the export orientation of the company's projects). It was noted that passive potential reserves need to be activated for the successful implementation of enterprise development projects, which are prioritized in these difficult conditions and in the future. Recommendations have been developed to increase the maturity level of the project management system based on the Organizational Project Management Maturity Model (OPM3) as a global standard for organizational project management.

Measurement of Risk Project Maturity Using Organizational Project Management Maturity Model (Opm3): Study Case Of Construction Project In Bandung

The issue to project failure has been a common phenomenon to many construction companies. The impact is very critical to companies to which it leads to the late completion of the project and also an over budget. Lack of planning, conducting a lot of changes, and bad executing process are the reasons behind it. If this kept going on, project failure would be a major threat to the companies in which it may drag them to suffer a far greater loss. As a solution, the project maturity assessment comes into existence to put back the projects onto the track and to overcome the project failure. Company XYZ is a construction company to which it conducts a project. It is experiencing issues to which it may potentially be a project failure to it. This research uses the Organizational Project Management Maturity Model (OPM3) as a tool to assess the maturity level of Company XYZ. The specific focus is on the Project Risk Management Knowledge Area. The research is conducted using questionnaire spread across the project team which consists of 1 project manager and 4 project supervisors. At the end, the result of the research shows that the company is in the bad condition of performance. Its maturity level sits in the lowest level. The result also shows that the project team has not met the requirement of the top management.

Total integrated performance excellence system (TIPES): A true north direction for a clinical trial support center.

This paper presents the quality journey taken by a Federal organization over more than 20 years. These efforts have resulted in the implementation of a Total Integrated Performance Excellence System (TIPES) that combines key principles and practices of established quality systems. The Center has progressively integrated quality system frameworks including the Malcom Baldrige National Quality Award (MBNQA) Framework and Criteria for Performance Excellence, ISO 9001, and the Organizational Project Management Maturity Model (OPM3), as well as supplemental quality systems of ISO 15378 (packaging for medicinal products) and ISO 21500 (guide to project management) to systematically improve all areas of operations. These frameworks were selected for applicability to Center processes and systems, consistency and reinforcement of complimentary approaches, and international acceptance. External validations include the MBNQA, the highest quality award in the US, continued registration and conformance to ISO standards and guidelines, and multiple VA and state awards. With a focus on a holistic approach to quality involving processes, systems and personnel, this paper presents activities and lessons that were critical to building TIPES and establishing the quality environment for conducting clinical research in support of Veterans and national health care.

1401 組織的プロジェクトマネジメント成熟度モデル(OPM3^ )とその適用(一般セッション)

1401 組織的プロジェクトマネジメント成熟度モデル(OPM3^ )とその適用(一般セッション)

ORGANIZATIONAL PROJECT MANAGEMENT MATURITY

The present article is aimed at developing a set of recommendations for achieving a higher level of organizational project maturity at a given enterprise. Methodology. For the purposes of the current research, the available information sources on the components of project management system are analysed; the essence of “organizational maturity” and the existing models of organizational maturity are studied. The method of systemic and structural analysis, as well as the method of logical generalization, are employed in order to study the existing models of organizational maturity, to describe levels of organizational maturity, and finally to develop a set of methodological recommendations for achieving a higher level of organizational project maturity at a given enterprise. The results of the research showed that the core elements of project management system are methodological, organizational, programtechnical, and motivational components. Project management encompasses a wide range of issues connected with organizational structure, project team, communication management, project participants, etc. However, the fundamental basis for developing project management concept within a given enterprise starts with defining its level of organizational maturity. The present paper describes various models of organizational maturity (staged, continuous, petal-shaped) and their common types (H. Кеrzner Organizational Maturity Model, Berkeley PM Maturity Model, Organizational Project Management Maturity Model, Portfolio, Program & Project Management Maturity Model). The analysis of available theoretic works showed that the notion “organizational project maturity” refers to the capability of an enterprise to select projects and manage them with the intention of achieving its strategic goals in the most effective way. Importantly, the level of maturity can be improved by means of formalizing the acquired knowledge, regulating project-related activities, and documenting best practices and potential difficulties. Practical implications. For the purposes of the present research, the level of organizational project management maturity of the enterprise in question is evaluated according to the three-level model developed by H. Кеrzner. The conclusion is made that project management maturity of this enterprise corresponds to maturity level 2. Besides, the defined maturity level is specified in more detail along the life cycle phases in order to determine more precisely the position of project management activity of the enterprise within the maturity model. Potential problems (the so-called “bottlenecks”) of the enterprise in the field of project management are identified. Based on the results of the analysis, a number of recommendations are suggested for further development of the corporate system of project management at the given enterprise. The results of the research showed that in order to achieve a higher level of maturity, it is necessary to create a project team, organize a project office, and distribute project management functions among the team members, develop a procedure of involving experts with different professional backgrounds into the project implementation, improve the procedure of creating project teams, ensure the accumulation of best practices of project implementation, establish the corporate standard of project management, and improve the strategic planning for project management, project implementation control, managing changes, labour resources and communication. The suggested guidelines are expected to facilitate the achievement of a higher level of maturity. They also envisage the terms of this transition and the responsible executives. Further enhancement of maturity level is achieved by means of performing a set of activities for improving and aligning various project management sub-processes aimed at managing costs, time, quality, and risks. Another important condition of enhancing organizational maturity is the development of an integrated management system that would help to achieve synergy from combining different methodologies. Value/originality. Assessment of the project management maturity and identification of problems made it possible to develop a set of recommendations for achieving a higher level of organizational project management maturity by the enterprise in question, which in its turn is expected to reduce the costs and the time that are necessary for project implementation.

ORGANIZATIONAL PROJECT MANAGEMENT MATURITY FROM THE CONSTRUCTION PRACTITIONERS POINT OF VIEW

The organizational project management maturity model (OPM3) aims to implement project management principles into project-based organizations. In fact, OPM3 by focusing on organizational level, can help construction companies to integrate their various activities and follow their goals strategically. However, this useful tool has not been recognized by most of the Iranian construction organizations. The purpose of this research is to introduce OPM3 to the experts and collect their views on how it can be implemented in their projects. First, the concept of OPM3 introduced to participants. To reach this aim, 52 questions were selected from PMI self-assessment questionnaire. These questions were categorized under four groups of planning, performance, procurement and prediction. Interviewees answered each question with Yes and No and then scores were added up in each group. At the next step, based on maximum and minimum score of groups a qualitative interview was carried out to understand reasons behind scores attained by interviewees. Identifying detailed elements can enhance the Iranian practitioners’ understanding about OPM3 and help them to apply it to their organizations in Iran’s working conditions.

KNOWLEDGE MANAGEMENT’S ROLE IN ORGANIZATION MATURITY IN PROJECT MANAGEMENT

In this paper, we review knowledge management's role in project management (PM). The authors speculate that knowledge management is an indicator of organizational maturity project management. This is as an organization increases its maturity in PM, it uses both informal and formal channels for knowledge transfers between the firm's actors. The researchers used an online survey and telephone interview process to collect data. The data showed that there was a positive relationship between knowledge management and organization maturity in project management.
 In immature firms, the project manager uses informal learning channels to increase their own tacit project management knowledge. For example, organizations useprojectmanagers’interactions, (internally and externally),unofficialexternaltrainingcourses,andprofessionalorganizationstoincreaseorganizationallearning.As organizational maturityincreases,managersbegintocodifythesechannelsintoformalones thereby creatingexplicit knowledge. They use channels like databaserepositories,manuals,websites,and official internalandexternaltrainingopportunitiesto foster organizational learning. In addition, firms use other artifacts suchas PM guides and manuals to facilitate education and knowledge transfer in an organization’s PM methodology and toolsets.
 The study also sets forth specific recommendations to project managers, organizations, and the Project Management Institute to include knowledge management and organizational learning as indicators of organization maturity in their Organizational Project Management Maturity Model (OPM3©) model.

Identification of Influence Factors and Establishment of Evaluation Index System for OPM3 in Mega Construction Engineering Enterprise

<p class="p19">Based on Project Management Office (PMO) and Organizational Project Management Maturity Model (OPM3), 36 influence factors were firstly identified, which were extracted from organization structure framework and objective requirement of multi-project management in the mega construction engineering enterprise. These influence factors were reflected in the organizational support, informatization construction, and project management. The maturity evaluation index system was built and optimized by Principal Component Analysis (PCA) on the basis of questionnaire survey on the 238 national excellent project manager and high-level business executives. Consequently, 8 main factors were assessed quantitatively. The results show that the most important factor is contract management and coordination of strategy level, and the least important factor is market ability. The enterprise should pay more attention to organization construction, application of the tools and methods of multi-project management, enterprise culture and integration ability of multiple projects.</p>

OPM3® Portugal Project: Analysis of Preliminary Results

Project Management (PM) has emerged as a crucial factor that determines the success of an organization. In this sense, there is a growing concern for organizations to assess their PM maturity. This paper presents the PM maturity results for 19 organizations, using Organizational Project Management Maturity Model (OPM3 ® ) emerging from OPM3 ® Portugal Project research, that is presently in progress. All aspects of OPM3 ® Portugal Project are explained in detail, and a brief descriptive analysis of the 19 organizations assessed is presented. The preliminary results were obtained using two scoring methods, and are presented in tables organized by PM processes, Portfolio Management processes and Organizational Enablers areas. No other similar studies were found, thus it was not possible to compare the preliminary Portuguese results with other results.

A Conceptual Model of the Relationship between Risk Management Maturity and Organizational Learning

Construction projects in Malaysia involved prevailing risks that impact the performance of project embodies management triangle (i.e. time, cost & quality). A mature risk management approach would be appropriate to overcome these risks. The organizational maturity attempts, in its main goal, to gain higher performance in different project management aspects including project risk management. Organizational Project Management Maturity Model (OPM3) is a maturity model introduced by Project Management Institute (PMI), which proposes continues improvement including all project management nine areas. The correlation between risk management and organizational learning has been highlighted by various researchers. However, the relationship between the two approaches and OPM3 have not determined yet. Furthermore, literature has not introduced any learning practices useful in order to enhance organizational project risk management. Considering the present literature on the subject, this paper attempts to advance a theoretical model of the correlation between organizational learning practices and project risk management maturity. Three moderating factors are also presented and discussed in the model, namely: Employees' Experience Level, Organization Size, and Technological Turbulence.

Three-Dimensional Complex Construction Project Management Maturity Model: Case Study of 2010 Shanghai Expo

The increasing complexity of construction projects as a common trend has had a significant impact on management maturity assessment and improvement for the project participating units, especially for the owners’ Project Management Office (PMO). While most maturity models are rationalistic, this paper presents a practical complex construction project management maturity model based on project management three-dimensional perspective. Integrating Organizational Project Management Maturity Model (OPM3) and Best Practices (BPs) derived from 2010 Shanghai Expo practice, this case-based maturity model is constituted by three sub-models: PBS Maturity, Process Maturity and Organization System Maturity. The model uses structured questionnaire consisting of BPs to implement assessment. The proportion of BPs achieved is considered as the maturity level of assessment objectives. Shanghai Expo AB Area is used to test the validity of the model. The result shows that owners’ PMO can assess and improve their project management maturity with the model effectively.

Construction Based Model for Assessing Maturity Level of Enterprises

Maturity models allow organizations to assess and compare their own practices against best practices or those employed by competitors, with the intention to map out a structured path to improvement. This research explores the aspects of the Maturity Models that are relevant to distinguish them from one to another. The different Project Management maturity models for define maturity differently and measure different things to determine maturity. Because of this, organizations should give careful consideration to select appropriate maturity model. The main reason behind this research lies on the modification to the existing Organizational Project Management Maturity Model (OPM3) by adding four knowledge areas, dedicated to construction industry as best practices. These are Safety, Environment, Financial and Claim Management. This Model contains (Yes/No) questions; all of these questions must be answered before the user reviews the results that describe the overall maturity and areas of strength and weakness of an organization. The research presents the implementation of the proposed Model Construction Enterprises Maturity Model (CEM2). All the components of the developed Model have been implemented in Microsoft Access. CEM2 helps Construction Enterprises to assess their Maturity Level and know Areas of Weaknesses for future improvement. The easy to use Yes/No user interfaces help enterprises' employees to assess the maturity level of their enterprises. The Model maintains users' responses in its database; as such, many employees from different enterprise divisions can be involved during assessment phase in several sessions.

Analysis of the model OPM3® application and results for health area

This research sought to analyze if a questionnaire model created by an international community of project management isapplicable to health organizations. The model OPM3® (Organizational Project Management Maturity Model) was created in order thatorganizations of any area or size can identify the presence or absence of good management practices. The aim of applying this modelis to always evaluate the organization and not the interviewee. In this paper, one presents the results of employing this model in anorganization that has information technology products and services applied to health area. This study verified that the model is rapidlyapplicable and that the analyzed organization has an expressive number of good practices.

Summary of Organizational Project Management Maturity Model (OPM3^<TM>) and a Proposal for the Future Update

Summary of Organizational Project Management Maturity Model (OPM3^<TM>) and a Proposal for the Future Update

組織的プロジェクトマネジメント成熟度モデル（ＯＰＭ３）の意義

組織的プロジェクトマネジメント成熟度モデル（ＯＰＭ３）の意義

Book Review: Organizational Project Management Maturity Model

Book Review: Organizational Project Management Maturity Model