Organizational Project Management Maturity Research Articles

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.

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.

РОЗВИТОК СТАНДАРТІВ З УПРАВЛІННЯ ПРОЄКТАМИ: МІЖНАРОДНИЙ ДОСВІД

The article examines the main international standards for quality management and configuration management in projects. The most widespread standards were analyzed, namely: PMBOK (A Guide to the Project Management Body of Knowledge) – a body of knowledge on project management, developed by the Project Management Institute (PMI); ISO standards (ISO 10006:1997 Quality management – Guidelines to quality in project management – standard for quality in project management, ISO 21500:2012 Guidance on project management – standard for project management, ISO 21500:2021 Project, program and portfolio management – Context and concepts – the main profile standard, which is a comprehensive guide to the use of the ISO 21500 series of standards); Prince 2 and PRINCE 2 Agile – a standard method of effective project management developed by the CCTA (Central Computer and Telecommunications Agency); IPMA - standards of the International Project Management Association. International Project Management Association; OPM 3 (Organization Project Management Maturity Model) – a model of Organizational Project Management Maturity; P2M (from Project and Program Management for Enterprise Innovation) is a Japanese approach to managing complex projects of implementing innovative technologies at the enterprise level in an unstable environment. An analysis of the evolution of PMBOK international standards from the 1st edition of 1996 to the 7th edition of 2021 was carried out, which was characterized in detail and presented the relationship between project management principles and areas of project effectiveness according to PMBOK 7th edition. ISO standards are considered and the main ones related to project management are characterized. The standard method of effective management of Prince 2 and PRINCE 2 Agile projects is studied and the main principles on which they are based are given. The main evolutionary transformations of the IPMA standard from 1965 to 2015 are characterized. Appropriate conclusions have been drawn.

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.

Competitive advantages of organizational project management maturity: A quantitative descriptive study in Australia.

The purpose of this study is to examine whether organizational project management maturity in the project management consultancy industry offers any competitive advantages to a business when it tenders for contracts. We collected 150 responses from both members and former members of professional Australian project management associations in order to examine and understand any potential effects of project management maturity on management and organizations. The statistical software SPSS was used to analyze the data collected with the confidence interval (alpha) set at 5%. The results of this study reveal that organizational project management maturity has an effect on competitive advantages as noted by the project managers (p < .0001; 99.99%; H0 -rejected). The study also shows that the perception of competitive advantages for organizational project management maturity is based on the level of maturity reached. It also reveals that an organization is winning contracts/jobs due to various other competencies, particularly soft skills such as client relationships, stakeholder management, communications skills, and modes of client engagement.

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.

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.

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.

The impact of manager’s personality traits on project success through affective professional commitment: the moderating role of organizational project management maturity system

PurposeThe purpose of this study is to determine the effect of conscientiousness and extraversion personality traits on project success. The relationship is mediated by affective professional commitment, whilst the relationship between personality traits and project success is moderated by organizational project management maturity.Design/methodology/approachThe deductive approach is used to achieve the objectives of this study. Data were collected through a purposive sampling technique from 250 respondents with the help of questionnaires from information technology sectors. The structural equation modelling (SEM) in partial least squares-SEM and SPSS is used to analyse the data and to examine the hypothesis.FindingsThe outcomes demonstrate the partial mediating impact of affective professional commitment between the relationship of conscientiousness and extraversion personalities with project success. Additionally, it proves the moderating effects of project management maturity between the relationship of conscientiousness and extraversion personalities with project success.Practical implicationsThis study reflects that employee personality appears to be a reliable indicator of how an employee is faithful to his profession. This faithfulness or duty decides the employee’s execution in terms of offering a successful project. Thus, achieving employee commitment needs to be done by completing the project successfully by the organizations in the presence of project management maturity systems.Originality/valueIt is the first study of its kind to provide experimental proof of the impact of a manager’s personality traits on project success in the presence of affective professional commitment (mediator) and organizational project management maturity (moderator).

Organizational Project Management Maturity Effect on the Relationship Between Entrepreneurial Orientation and Organizational Performance in Egyptian Organizations

This paper explores the effect of Organizational Project Management Maturity (OPMM) on the Relationship Between Entrepreneurial Orientation and Organizational Performance (EO-OP) in Egypt. The research foundation of this paper is the Resource-Based View (RBV) theory. Data was collected from senior managers from 244 Egyptian organizations and regression analysis, ANOVA testing and a series of moderated hierarchical multiple regression analysis were used to test the hypotheses. The results revealed that the relationship between EO and OP is much more dependent on the organizational context and environment and that OPMM has positive effect on OP and antecedent effect on EO.

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.

Evaluating Organizational Project Management Performance: Empirical Evidence from public Universities of Khyber Pakhtunkhwa, Pakistan

The paper explores how the project culture and organizational leadership play an important role in organizational project management performance. To what extent organizational project management maturity is used, close-ended questionnaires have been collected from the 85 respondents within the planning and development department of public universities of Khyber Pakhtunkhwa province, Pakistan. The regression model was used and the result shows that project culture and organizational leadership have a positive relationship with organizational project management performance in public universities. It is concluded that the study has a prospective use as framework to assess the project management performance, by conducting empirical study and checking the impact. The study also contributes to establish clear reference points based on leadership qualities and mature organizational project management to allow organizations to determine roadmap to higher maturity level.

Role of Organizational Project Management Maturity Factors on Project Success

The importance of projects has resulted in increased international standards, academic research, and education and training on project management concepts. However, studies show that the number of successful projects has not changed significantly. As conventional wisdom emphasizes organizational project management maturity, the aim of this research effort is to study the relations between project success and project performance factors, and organizational project management maturity.The results of this study suggest that having a project portfolio management function within the organization improves the likelihood of assigning priority for projects and meeting quality expectations and project objectives. The presence of formalized project management processes may influence the assigning of project priority and the use of project planning tools and techniques. Furthermore, organizations with project policies and procedures in place are more likely to require project managers to have their PMP certification. Results show that customer satisfaction is considered the most important project success factor and more so for organizations with portfolio management in place.

National Project Management Maturity: A Conceptual Framework

This paper extends the concept of organizational project management maturity to the national context. Based on a review of the extant literature and a thorough analysis of existing organizational maturity models, it develops a systematic framework of national project management maturity and the national project management maturity model (NPM3), by defining maturity levels, identifying key maturity perspectives and drivers, and discussing key performance indicators that may be used to assess and compare national project management maturity. Practical implications, limitations, and the need for further research are discussed.

National project management maturity : a conceptual framework

This paper extends the concept of organizational project management maturity to the national context. Based on a review of the extant literature and a thorough analysis of existing organizational maturity models, it develops a systematic framework of national project management maturity and the national project management maturity model (NPM3), by defining maturity levels, identifying key maturity perspectives and drivers, and discussing key performance indicators that may be used to assess and compare national project management maturity. Practical implications, limitations, and the need for further research are discussed.

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).

Vienna Construction Projects: Redirection of Project Management Critical Success Factors—More Focus on Stakeholders and Soft Skills Development

Although research interest in project management is increasingly directed at analyzing development trends in different business environments, the public sector in this respect has received surprisingly little intention. This paper analyzes the perception of the relevance of particular project management critical success factors among project managers and other project stakeholders in the public sector with relatively high organizational project management maturity. The main focus of research is the city of Vienna and its construction projects. An extensive quantitative survey showed the changing perceptions of the key projects’ success factors—namely, strengthening the importance of developing soft skills and stakeholders’ 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)