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Relevant bibliographies by topics / Maturity project management

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Journal articles

Academic literature on the topic 'Maturity project management'

Author: Grafiati

Published: 4 June 2021

Last updated: 14 February 2022

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Journal articles on the topic "Maturity project management"

1

Galli, Brian J. "Project Management Maturity Models." International Journal of Applied Logistics 8, no. 2 (2018): 19–38. http://dx.doi.org/10.4018/ijal.2018070102.

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In today's highly dynamic and rapidly changing business landscape, project constraints are continuously increasing regarding cost, time, level of customer satisfaction, and return on investment. Project-related issues are also increasing due to increased complexity, increased number of stakeholders, and extensive parameters. Recently, the project management community has shown interest in developing methodologies for project management to increase success in business organizations. Several project management models are introduced. In this article, different project management maturity models a

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2

Derenskaya, Yana. "ORGANIZATIONAL PROJECT MANAGEMENT MATURITY." Baltic Journal of Economic Studies 3, no. 2 (2017): 25–32. http://dx.doi.org/10.30525/2256-0742/2017-3-2-25-32.

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3

Ibbs, C. William, and Young Hoon Kwak. "Assessing Project Management Maturity." Project Management Journal 31, no. 1 (2000): 32–43. http://dx.doi.org/10.1177/875697280003100106.

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The principal goal of this study was to determine the financial and organizational impacts of project management. This study began with the development of a project management maturity model and an analysis methodology to assess the maturity of project management processes. The project management maturity analysis methodology consists of 148 multiple-choice questions that measure project management maturity, and cover 8 knowledge areas and 6 project phases. The maturity model and methodology were then applied by benchmarking 38 different companies and government agencies in 4 different industr

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4

Малинина and Mariya Malinina. "MATURITY MODELS FOR AGILE PROJECT MANAGEMENT." Russian Journal of Project Management 2, no. 2 (2013): 30–39. http://dx.doi.org/10.12737/504.

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Agile methodologies are widely introduced in project management though their implementation is often eliminated to separate practices and tools application. A system approach to the maturity development requires special tools which consider IT projects execution peculiarities. Maturity models are the assessment and development tool which provide a company with an opportunity to improve its project management and environment. In the present article the author focuses on existing maturity models both in traditional and agile project management.

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5

Crawford, J. Kent. "The Project Management Maturity Model." Information Systems Management 23, no. 4 (2006): 50–58. http://dx.doi.org/10.1201/1078.10580530/46352.23.4.20060901/95113.7.

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6

Loginov, M. P., and O. A. Markov. "Maturity assessment of project management." Management Issues, no. 3 (2018): 133–41. http://dx.doi.org/10.22394/2304-3369-2018-3-133-141.

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7

Spalek, Seweryn. "Does investment in project management pay off?" Industrial Management & Data Systems 114, no. 5 (2014): 832–56. http://dx.doi.org/10.1108/imds-10-2013-0447.

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Purpose – There is a significant knowledge gap in the common understanding regarding the value that investment leading to an increase in project management maturity brings to the organisation. The purpose of this paper is to narrow this gap by investigating the relationship between an increase in the project management maturity level and the project's performance. Additionally, it advocates the investment roadmap approach. Design/methodology/approach – This study is part of a worldwide research initiative into maturity in project management covering 447 global companies. For this purpose, surv

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8

Shan, JiaNan, and RenXiang Lu. "Research on Application of Project Management Maturity Model in Risk Management of Electrical Engineering." E3S Web of Conferences 218 (2020): 02040. http://dx.doi.org/10.1051/e3sconf/202021802040.

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Based on the analysis of foreign classic maturity models and the actual situation of electrical engineering projects, this paper constructs a suitable three-dimensional project risk management maturity model and establishes a project risk management evaluation index system. Through fuzzy comprehensive evaluation method and analytic hierarchy process, the key element indicators are evaluated and weighted, and the maturity score is obtained, which finally reflects the maturity of project risk management. Finally, through empirical analysis, we found out the shortcomings of enterprise project ris

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9

Hu, Wen Fa, Da Wei Li, and Rong Hu. "Three-Dimensional Complex Construction Project Management Maturity Model: Case Study of 2010 Shanghai Expo." Applied Mechanics and Materials 209-211 (October 2012): 1363–69. http://dx.doi.org/10.4028/www.scientific.net/amm.209-211.1363.

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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 mod

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10

Christoph Albrecht, Jan, and Konrad Spang. "Linking the benefits of project management maturity to project complexity." International Journal of Managing Projects in Business 7, no. 2 (2014): 285–301. http://dx.doi.org/10.1108/ijmpb-08-2013-0040.

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Purpose – The purpose of the research presented in this article is to identify potential influences on an organization-specific “ideal” level of project management maturity by adopting a qualitative, exploratory approach. Design/methodology/approach – In this paper, the results of a multiple qualitative case study, which has been conducted within industrial enterprises from automotive industry and energy sector, are presented. The research methods applied within the case research are qualitative guided interview, document analysis and standardized interview (maturity questionnaire). Findings –

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