Log in

Relevant bibliographies by topics / Maturity project management / Journal articles

To see the other types of publications on this topic, follow the link: Maturity project management.

Journal articles on the topic 'Maturity project management'

Author: Grafiati

Published: 4 June 2021

Last updated: 14 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Maturity project management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

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.

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

Abstract:

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 –

APA, Harvard, Vancouver, ISO, and other styles

11

Pennypacker, James S., and Kevin P. Grant. "Project Management Maturity: An Industry Benchmark." Project Management Journal 34, no. 1 (2003): 4–11. http://dx.doi.org/10.1177/875697280303400102.

Full text

Abstract:

The project management community is currently investing substantially in the development of viable methods to assess and improve project management maturity. This investment often drives a corresponding need to monitor progress—internally and with respect to other similar organizations. To support this need, this research provides a cross-industry benchmark of project management maturity. Based on a survey of 123 firms, this research determined that nearly 67% of the organizations are currently at an overall project management maturity of level 2 (out of 5) or below. Additionally, the research

APA, Harvard, Vancouver, ISO, and other styles

12

Jachimowicz, Valerie A. "Book Review: Project Management Maturity Model." Project Management Journal 34, no. 1 (2003): 55–56. http://dx.doi.org/10.1177/875697280303400108.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Mullaly, Mark. "Longitudinal Analysis of Project Management Maturity." Project Management Journal 37, no. 3 (2006): 62–73. http://dx.doi.org/10.1177/875697280603700307.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Albrecht, Jan Christoph, and Konrad Spang. "Disassembling and Reassembling Project Management Maturity." Project Management Journal 47, no. 5 (2016): 18–35. http://dx.doi.org/10.1177/875697281604700503.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Williams, Jason L. "Mold Building and Project Management Maturity." Plastics Engineering 69, no. 5 (2013): 26–33. http://dx.doi.org/10.1002/j.1941-9635.2013.tb01004.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Heravi, Gholamreza, and Ashkan Gholami. "The Influence of Project Risk Management Maturity and Organizational Learning on the Success of Power Plant Construction Projects." Project Management Journal 49, no. 5 (2018): 22–37. http://dx.doi.org/10.1177/8756972818786661.

Full text

Abstract:

Project risk management maturity measures how effective risk management processes are implemented by performing organizations aimed at meeting project objectives. Organizational learning from repetitive projects may assist performing organizations deliver successful projects. The purpose of this research is to measure the influence of project risk management maturity and organizational learning on the cost, time, and quality of a power plant construction project. In the studied projects, improving organizational learning led to enhancement of all success criteria, especially the cost and quali

APA, Harvard, Vancouver, ISO, and other styles

17

Aydin, Mehmet N., and Ebru Dilan. "Project Management Method Adoption." International Journal of Information Technology Project Management 8, no. 2 (2017): 17–33. http://dx.doi.org/10.4018/ijitpm.2017040102.

Full text

Abstract:

The purpose of this research is to understand what aspects of brand-named project management method (Project Management Institute - PMI) have been adopted in a service organization and how. The case context examined demonstrates how a weak-matrix organizational structure and agency interpretation along with project management maturity for IT outsourcing projects can affect adoption of a project management method. An interpretative case study is employed for examining the interplays among key notions underlying project management method adoption in IT outsourcing projects. The case study is fra

APA, Harvard, Vancouver, ISO, and other styles

18

Ngonda, Virginia Shahida, and Larry E. Jowah. "A Study of the Impact of Project Managers’ Power and Influence on their Organisation’s Project Management Maturity." MATEC Web of Conferences 312 (2020): 03001. http://dx.doi.org/10.1051/matecconf/202031203001.

Full text

Abstract:

Project managers are determinants of their organisations’ project management maturity as their competence is one of the factors that affect their organisations’ capability of an organisation to successfully execute projects. This capability of an organisation is reflected in its project management maturity. The study reported in this conference paper sought to investigate whether there is a correlation between South African project managers’ power and influence on their organisation’s project management maturity. This was done to determine if project managers have sufficient power to influence

APA, Harvard, Vancouver, ISO, and other styles

19

Shanshan, Qu. "Non-operating Urban Infrastructure Project Management Maturity Model on Agent Construction Based on the Evolutionary Algorithm." Open Construction and Building Technology Journal 9, no. 1 (2015): 112–16. http://dx.doi.org/10.2174/1874836801509010112.

Full text

Abstract:

On the basis of comparing domestic and abroad project management maturity model and issuing questionnaires to collect the views of museum project management staff, we construct a project management maturity model based on agent-construction system by non-operating urban infrastructure projects. The results show that application of agentconstruction system in non-operating urban infrastructure projects is feasible.

APA, Harvard, Vancouver, ISO, and other styles

20

Bolat, Bersam, Aslı Kuşdemir, İpek Ceren Uslu, and Gül Tekin Temur. "An Assessment for IT Project Maturity Levels." International Journal of Information Technology Project Management 8, no. 2 (2017): 1–16. http://dx.doi.org/10.4018/ijitpm.2017040101.

Full text

Abstract:

The statistical assessments point out that approximately half of information technology (IT) projects cannot provide basic necessities and a quarter of them fail. Therefore, the necessity of effective project management tools to enhance the project management practices increases day by day. “Project management maturity model” as one of these tools is attached more importance in IT firms. This study aims to present a framework for IT project maturity level measurement and indicate how project management maturity level differs in terms of firm characteristics. Within the scope of the research, K

APA, Harvard, Vancouver, ISO, and other styles

21

Kabir, Mousumi, and Lazar Rusu. "IT Project Development using Capability Maturity Model." Information Resources Management Journal 29, no. 4 (2016): 35–48. http://dx.doi.org/10.4018/irmj.2016100103.

Full text

Abstract:

In many research studies on IT project development process, the authors have noticed that different frameworks are used for this purpose. In fact, many companies choose specific frameworks to run their IT projects based on project type and face dissimilar problems during the execution. In this research the authors are presenting a framework for IT project development using Capability Maturity Model. The framework has been developed to improve the IT project development in a large company because of the lower rate of successfully IT projects in that company. To develop the framework, they have

APA, Harvard, Vancouver, ISO, and other styles

22

Chang, Xiao Ni, and Bin Wei. "The Application of Project Management Maturity Model." Applied Mechanics and Materials 475-476 (December 2013): 1707–12. http://dx.doi.org/10.4028/www.scientific.net/amm.475-476.1707.

Full text

Abstract:

With the application and development of modern Project Management technology, Project Management Maturity Model (PM3) made great progress and become a tool. This paper reviews the development history of project management maturity model, researches comparingly on several PM3, points out that scientific research can evaluate the project management ability by using PM3s theory and find out shortages, then seek method and approach to improve continually on project management. At last, The concrete application process and effect of PM3 are analyzed using examples. Keywords-Project Management Matur

APA, Harvard, Vancouver, ISO, and other styles

23

Martens, Cristina Dai Prá, Karoline Doro Alves Carneiro, Mauro Luiz Martens, and Dirceu da Silva. "Relationship between Entrepreneurial Orientation and Project Management Maturity in Brazilian Software Firms." Revista Ibero-Americana de Estratégia 14, no. 02 (2015): 72–91. http://dx.doi.org/10.5585/ijsm.v14i2.2232.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Jelonek, Dorota, Joanna Nowakowska-Grunt, and Leszek Ziora. "The Assessment of Construction Project Management Maturity Level in the Silesian Region in Poland." Advanced Materials Research 1020 (October 2014): 796–802. http://dx.doi.org/10.4028/www.scientific.net/amr.1020.796.

Full text

Abstract:

Every construction investment is a project requiring close coordination, the freedom of access to the information, the application of special activity techniques and most of all the high level of maturity of construction project management. Findings of research conducted in different areas of project management confirm that the assurance of high level of project management maturity conditions the achievement of project's success. The higher level of maturity means the greater degree of capability to manage a construction project. The aim of the article is verification of the following hypothes

APA, Harvard, Vancouver, ISO, and other styles

25

Smith, Dedrick A., and John Hannon. "KNOWLEDGE MANAGEMENT’S ROLE IN ORGANIZATION MATURITY IN PROJECT MANAGEMENT." International Journal of Research -GRANTHAALAYAH 3, no. 5 (2015): 48–59. http://dx.doi.org/10.29121/granthaalayah.v3.i5.2015.3015.

Full text

Abstract:

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 m

APA, Harvard, Vancouver, ISO, and other styles

26

Fesenko, Galyna, Tetiana Fesenko, Hryhorii Fesenko, Anatoliy Shakhov, Anatolii Yakunin, and Volodymyr Korzhenko. "Developing e-maturity model for municipal project and program management system." Eastern-European Journal of Enterprise Technologies 1, no. 3 (109) (2021): 15–28. http://dx.doi.org/10.15587/1729-4061.2021.225278.

Full text

Abstract:

The role and importance of information and communication technologies (ICT) in city management are analyzed. It is substantiated that the digital component of municipal management is an important element of a sustainable city and ensures the expansion of citizens’ access to basic services. Modeling the assessment of the electronic maturity of the management office of municipal digitalization projects is considered through the prism of the technological maturity model of I. Kendall and K. Rollins. A matrix for assessing the electronic maturity of municipal e-projects, represented by project man

APA, Harvard, Vancouver, ISO, and other styles

27

Seelhofer, Daniel, and Christian Olivier Graf. "National Project Management Maturity: A Conceptual Framework." Central European Business Review 7, no. 2 (2018): 1–20. http://dx.doi.org/10.18267/j.cebr.196.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Kwak, Young Hoon, and C. William Ibbs. "Project Management Process Maturity (PM)2 Model." Journal of Management in Engineering 18, no. 3 (2002): 150–55. http://dx.doi.org/10.1061/(asce)0742-597x(2002)18:3(150).

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Backlund, F., D. Chronéer, and E. Sundqvist. "Project Management Maturity Models – A Critical Review." Procedia - Social and Behavioral Sciences 119 (March 2014): 837–46. http://dx.doi.org/10.1016/j.sbspro.2014.03.094.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Rose, Kenneth H. "Book Review: Organizational Project Management Maturity Model." Project Management Journal 35, no. 1 (2004): 59. http://dx.doi.org/10.1177/875697280403500108.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Skinner, Lloyd. "Using AI To Increase Project Management Maturity." ITNOW 63, no. 1 (2021): 22–23. http://dx.doi.org/10.1093/itnow/bwab008.

Full text

Abstract:

Abstract Every company has goals. Part of running a business is knowing how to reach those goals in an effcient way, writes Lloyd Skinner, Chief Executive Offcer at Greyfly. Having dedicated project management in place isn't enough — it needs maturity.

APA, Harvard, Vancouver, ISO, and other styles

32

Wang, Ya Ning. "Study on Project Management Maturity of Real Estate Enterprise." Advanced Materials Research 368-373 (October 2011): 3098–101. http://dx.doi.org/10.4028/www.scientific.net/amr.368-373.3098.

Full text

Abstract:

Based on the theory of enterprise project management maturity, this paper analyzes the influence factors of real estate enterprise project management maturity and put forward the evaluation index system considering the characteristics of real estate project management. AHP model for project management maturity of real estate enterprise is established, which gives the method and steps of project management maturity evaluation. The model provides a powerful tool of developing project management ability for real estate enterprise.

APA, Harvard, Vancouver, ISO, and other styles

33

Kostalova, Jana, and Libena Tetrevova. "Proposal of Project Management Methods and Tools Oriented Maturity Model." Revista de Gestão e Projetos 9, no. 1 (2018): 01–23. http://dx.doi.org/10.5585/gep.v9i1.595.

Full text

Abstract:

Project management maturity greatly influences the success rate of the project implementation. However, available project management maturity models (PMMMs) are costly, time-consuming and demanding in terms of organization and competence when it comes to application. Moreover, there is no PMMM that evaluates in detail the usage of recommended project management methods and tools. The goal of this article is to design a user-friendly PMMM that would evaluate the project management maturity based on assessment of the usage of project management tools and methods within each stage of project life

APA, Harvard, Vancouver, ISO, and other styles

34

Anantatmula, Vittal S., and Parviz F. Rad. "Role of Organizational Project Management Maturity Factors on Project Success." Engineering Management Journal 30, no. 3 (2018): 165–78. http://dx.doi.org/10.1080/10429247.2018.1458208.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Brajer-Marczak, Renata, Anna Marciszewska, and Michał Nadolny. "Selected Determinants of Stakeholder Influence on Project Management in Non-Profit Organizations." Sustainability 13, no. 16 (2021): 8899. http://dx.doi.org/10.3390/su13168899.

Full text

Abstract:

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 f

APA, Harvard, Vancouver, ISO, and other styles

36

Teixeira, Gislaine Cristina dos Santos, Emerson Antonio Maccari, and Daniel Simonsen. "A Influência do Nível de Competências e de Maturidade em Gestão de Projetos no Resultado Corporativo de uma Empresa do Setor de Transformação." Future Studies Research Journal: Trends and Strategies 8, no. 1 (2016): 3–30. http://dx.doi.org/10.24023/futurejournal/2175-5825/2016.v8i1.200.

Full text

Abstract:

The knowledge and project management practices contribute to the strategic execution and the maturity of these methodologies increases significantly the probability of success project. Even though, corporations, which instilled this methodology on their strategies, have tabled a number of projects showing less than satisfactory outcomes, due to set of factors linked to management and to corporate strategy implanted. This article aims to analyze the influence of competence and maturity in project management of matrix teams and managers in the results of projects and therefore on the corporate r

APA, Harvard, Vancouver, ISO, and other styles

37

Hashim Motaleb, Omayma, and Mohammed Kishk. "Assessing risk response maturity." International Journal of Managing Projects in Business 7, no. 2 (2014): 247–62. http://dx.doi.org/10.1108/ijmpb-03-2013-0013.

Full text

Abstract:

Purpose – The aim of the research work that underpins this paper is, therefore, to examine the effectiveness of project management maturity in mitigation measures for risk response within construction companies to influence project success. Design/methodology/approach – Ninety-three questionnaires were collected from respondents in different construction companies in the UAE, in order to assess project maturity in construction projects. Fifteen key success factors emerged from the literature and the questionnaire survey as being susceptible to improvement with increasing the project success. F

APA, Harvard, Vancouver, ISO, and other styles

38

Angara, Jayasri, Srinivas Prasad, and Gutta Sridevi. "DevOps Project Management Tools for Sprint Planning, Estimation and Execution Maturity." Cybernetics and Information Technologies 20, no. 2 (2020): 79–92. http://dx.doi.org/10.2478/cait-2020-0018.

Full text

Abstract:

AbstractThe goal of DevOps is to cut down the project timelines, increase the productivity, and manage rapid development-deployment cycles without impacting business and quality. It requires efficient sprint management. The objective of this paper is to develop different sprint level project management tools for quick project level Go/No-Go decision making (using real-time projects data and machine learning), sprint estimation technique (gamified-consensus based), statistical understanding of overall project management maturity, project sentiment & perception. An attempt is made to device

APA, Harvard, Vancouver, ISO, and other styles

39

Hutchins, Greg. "Book Review: Strategic Planning for Project Management Using a Project Management Maturity Model." Project Management Journal 32, no. 4 (2001): 61–62. http://dx.doi.org/10.1177/875697280103200411.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Crispim, José, Luiz Henrique Silva, and Nazaré Rego. "Project risk management practices: the organizational maturity influence." International Journal of Managing Projects in Business 12, no. 1 (2019): 187–210. http://dx.doi.org/10.1108/ijmpb-10-2017-0122.

Full text

Abstract:

PurposeThe purpose of this paper is to identify patterns of project risk management (PRM) practices’ adoption, and provides empirical evidence concerning the importance (and key attributes) of organizational PRM maturity to the use of risk-related practices and project performance.Design/methodology/approachThe research involved two phases: interviews with five project managers, and a worldwide survey of project managers that resulted in the analysis of 865 valid questionnaire responses. Cluster analysis was used to classify PRM practices’ use, factor analysis to detect the structure of the re

APA, Harvard, Vancouver, ISO, and other styles

41

Batenko, Lyudmila, Anastasia Liezina, and Victoria Moskaliuk. "PROVISION OF MATURITY OF PROJECT MANAGEMENT: METHODICAL APPROACHES AND PRACTICAL IMPLEMENTATION." Economic Analysis, no. 30(1, Part 1) (2020): 22–37. http://dx.doi.org/10.35774/econa2020.01.01.022.

Full text

Abstract:

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 nee

APA, Harvard, Vancouver, ISO, and other styles

42

Lin, Tzu-Chieh, and Kung Jeng Wang. "Project-based maturity assessment model for smart transformation in Taiwanese enterprises." PLOS ONE 16, no. 7 (2021): e0254522. http://dx.doi.org/10.1371/journal.pone.0254522.

Full text

Abstract:

As smart technology proliferates, enterprises must engage not only in the transformation of intelligence but contend with pressure do so as soon as possible. Smart transformation is critical for manufacturing enterprises in the development of smart manufacturing. This study addressed the gap between maturity models and project management by designing an effective assessment framework for smart transformation. It adopts the Smart Industry Readiness Index, created by the Singapore Economic Development Board, as a maturity assessment model to analyze enterprises’ smart transformation and formulat

APA, Harvard, Vancouver, ISO, and other styles

43

Górecki, Jarosław. "Maturity Of Project Management In Polish And Foreign Construction Companies." Foundations of Management 7, no. 1 (2015): 71–82. http://dx.doi.org/10.1515/fman-2015-0026.

Full text

Abstract:

Abstract The paper describes a problem of project maturity of Polish and foreign construction companies. They were analyzed by their ability to execute construction investment projects. Survey results refer to issues related to the organizational culture and challenges connected with an improvement of the processes of project management for construction. Generation Y employees, their value, and their role at work were discussed in particular. It was underlined that modern managers should be able to profit from skills of Generation Y and to employ and retain the best of them in order to build a

APA, Harvard, Vancouver, ISO, and other styles

44

Arif Wijaksono, Fanjar, Devi Pratami, and Achmad Fuad Bay. "Measurement of Risk Project Maturity Using Organizational Project Management Maturity Model (Opm3): Study Case Of Construction Project In Bandung." IOP Conference Series: Materials Science and Engineering 852 (July 21, 2020): 012098. http://dx.doi.org/10.1088/1757-899x/852/1/012098.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Langston, Craig, and Amir Naser Ghanbaripour. "A Management Maturity Model (MMM) for project-based organisational performance assessment." Construction Economics and Building 16, no. 4 (2016): 68–85. http://dx.doi.org/10.5130/ajceb.v16i4.5028.

Full text

Abstract:

Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Proj

APA, Harvard, Vancouver, ISO, and other styles

46

Thielmann, Ricardo, and Carlos Silva. "Evaluation of project management maturity: case study of an automotive project." Revista Gestão da Produção, Operações e Sistemas 9, no. 2 (2014): 34–50. http://dx.doi.org/10.15675/gepros.v34i2.1037.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

SPAŁEK, Seweryn, and Maciej WOLNY. "An integrated assessment of maturity in project management." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 102 (2017): 331–44. http://dx.doi.org/10.29119/1641-3466.2017.102.27.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Ahmed, Muhammad S. "Internal Factors Influence on Project Management Maturity Assessment." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 13, no. 1 (2018): 3193–206. http://dx.doi.org/10.24297/ijmit.v13i1.7153.

Full text

Abstract:

The study acts as a pilot research to investigate the influence of organizationâ€™s internal dynamics on PMM assessment levels and to outline a methodology that can help us to quantify it. It aims to analyze the influence of organizationsâ€™ internal dynamics on project management maturity, (PMM), assessments and how they can change the assessment results. Specifically, it addresses the impact of internal organizational influences, like organization culture, leadership & leadership hierarchy, and emotional stability on the assessments of organization project management maturity. The method

APA, Harvard, Vancouver, ISO, and other styles

49

de Oliveira Moraes, Renato, and Fernando José Barbin Laurindo. "Maturity and Performance in Information Technology Project Management." Journal of technology management & innovation 8 (2013): 5–6. http://dx.doi.org/10.4067/s0718-27242013000300003.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Demir, C., and İbrahim Kocabaş. "Project Management Maturity Model (PMMM) in educational organizations." Procedia - Social and Behavioral Sciences 9 (2010): 1641–45. http://dx.doi.org/10.1016/j.sbspro.2010.12.379.

Full text

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!