Relevant bibliographies by topics / Organizational Project Management Maturity Model

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
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Academic literature on the topic 'Organizational Project Management Maturity Model'

Author: Grafiati
Published: 3 June 2025
Last updated: 31 July 2025

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Journal articles on the topic "Organizational Project Management Maturity Model"

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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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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.

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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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Rudenko, Marina, and Yulia Subbotina. "Assess the Maturity of Organization's Project Management." Administrative Consulting, no. 7 (June 7, 2019): 50–55. https://doi.org/10.22394/1726-1139-2019-7-50-55.

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The article considers the models of evaluation of organizational maturity of project management, analyzes their advantages and disadvantages. The model of G. Kerzner’s maturity is analyzed in detail, the essence of each stage of the analysis of the organization is considered. In addition, the classification of types of personnel resistance to innovations related to project management is presented. Solutions to problems at different levels of maturity are proposed. Attention is focused on the factors that ensure the success of project management.
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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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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.

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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
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El Khatib, Mounir, Aya Yaish, and Samya Alblooshi. "Role of Organization Project Management Maturity Model (OPM3) in leveraging Program and Project Management Practices." International Journal of Theory of Organization and Practice (IJTOP) 3, no. 2 (2024): 210–31. http://dx.doi.org/10.54489/ijtop.v3i2.316.

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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
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Saukko, Laura, Kirsi Aaltonen, and Harri Haapasalo. "Defining integration capability dimensions and creating a corresponding self-assessment model for inter-organizational projects." International Journal of Managing Projects in Business 15, no. 8 (2022): 77–110. http://dx.doi.org/10.1108/ijmpb-04-2021-0085.

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PurposeThe purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.Design/methodology/approachA theoretical construct of, referred in this study as integration capability framework is elaborated following a systematic literature review. Thereafter, an integration capability self-assessment model, based on maturity thinking, is derived from the theoretical framework. The self-assessment model is further developed and tested for validity within five inter-organizational project netw
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Celani de Souza, Helder Jose, Valerio Antonio Pamplona Salomon, and Carlos Eduardo Sanches da Silva. "Statistical Predictors of Project Management Maturity." Stats 6, no. 3 (2023): 868–88. http://dx.doi.org/10.3390/stats6030054.

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Global scenarios of organizations show investments wasted in projects with poor performances in more than 11 percent of cases, according to the Project Management Institute. This research aims to guide organizations in assertively investing in the right pertinent factors to improve project success rates and speed up project management maturity at a higher accuracy level using statistical predictions. Challenging existing drivers for project management maturity models and expanding their current practical view will be the result of a quantitative methodology based on a survey supported by data
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Yazici, Hulya Julie. "An exploratory analysis of the project management and corporate sustainability capabilities for organizational success." International Journal of Managing Projects in Business 13, no. 4 (2020): 793–817. http://dx.doi.org/10.1108/ijmpb-08-2019-0207.

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PurposeThis study investigates whether corporate sustainability capability (CSC) along with project management maturity (PMM) based capability contribute to perceived organizational success. It also studies how this contribution varies by project type employed in the organization.Design/methodology/approachThe research is based on survey data collected from 66 managers of mostly small service businesses. The survey instrument consisted of a four-part questionnaire with 41 indicators focusing on CSC, maturity in project management knowledge areas and perceived internal and external organization
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Dissertations / Theses on the topic "Organizational Project Management Maturity Model"

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Pereira, Marcia Moreira Martins. "A maturidade em gerenciamento de projetos e sua contribuição para a seleção de projetos de acordo com a estratégia organizacional." Universidade de São Paulo, 2007. http://www.teses.usp.br/teses/disponiveis/3/3135/tde-01042009-101859/.

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A crescente busca pela utilização do gerenciamento de projetos enquanto diferencial estratégico no mercado atual e, mais recentemente, a procura pelo gerenciamento de projetos formal e estruturado, como parte da estratégia competitiva da organização, associadas à popularização do termo maturidade, justificam o conceito de maturidade em gerenciamento de projetos e a existência dos modelos de maturidade em gerenciamento de projetos. Existem atualmente diversos modelos de maturidade no mercado. A maioria deles está alinhada a um guia de conhecimento, que é utilizado como medida comparativa na ava
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Guimarães, André Braga. "Importância dos processos de gestão de projetos para a perceção do sucesso em projetos de TI." Master's thesis, Instituto Superior de Economia e Gestão, 2015. http://hdl.handle.net/10400.5/11205.

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Mestrado em Gestão de Projetos<br>Nos últimos anos foram publicados muitos estudos sobre as condições que levam a projetos bem sucedidos. Como consequência, as organizações passaram a dar maior importância à gestão dos seus projetos e muitas empresas desenvolveram e implantaram processos de melhoria, enquanto outras partiram para a implantação de métodos e modelos reconhecidos disponíveis no mercado. Apesar da vasta literatura publicada sobre boas práticas e o sucesso dos projetos, ainda há lacunas no que diz respeito às bases empíricas que relacionam a dopção de práticas recomendadas em gestã
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Silva, Rafael Rodrigues da. "An?lise comparativa de modelos de maturidade em gerenciamento de projetos: uma contribui??o ao estudo da maturidade organizacional em setores de engenharia." Universidade Federal do Rio Grande do Norte, 2011. http://repositorio.ufrn.br:8080/jspui/handle/123456789/15022.

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Made available in DSpace on 2014-12-17T14:53:04Z (GMT). No. of bitstreams: 1 RafaelRS_DISSERT.pdf: 1466328 bytes, checksum: bccf6889f92e5e752322d5c2f9675bf4 (MD5) Previous issue date: 2011-12-09<br>The purpose of this dissertation is to formulate guidelines for the improvement of maturity models, or the development of new ones, aiming at its application to project departments. The maturity of project management has become critical for organizations that develop projects and want to stand out in the market they serve. For this purpose, maturity models provide paths in order to guarantee that
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Harrison, Paulo Dias. "Análise e resultados da aplicação de modelos de maturidade em gerenciamento de projetos em uma organização: um estudo de caso." Universidade de São Paulo, 2006. http://www.teses.usp.br/teses/disponiveis/3/3135/tde-23072007-225730/.

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Esta dissertação analisa os resultados e o papel da maturidade no gerenciamento de projetos em um ambiente corporativo por meio do estudo de três modelos de maturidade. Durante o processo de estudo, identificação e análise de cada modelo, será realizado um mapeamento de seus principais pontos fortes e fracos, bem como das oportunidades e ameaças identificadas pela aplicação de cada um desses modelos de maturidade. Para complementar, um estudo de caso real foi aplicado com o objetivo de avaliar o nível de maturidade no departamento de engenharia de novos projetos em uma grande empresa multinaci
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Isaacs, Dinesh. "The impact of project maturity on project performance in the Cape Metropole." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2792.

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Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018.<br>Organisations in both private and public sector have embraced Project Management as the ideal means of managing projects with the hopes of ensuring that they deliver their intended benefit. Projects have therefore become particularly prominent within the public sector including Municipalities, as a means of fulfilling developmental goals and delivering services. This has resulted in organisations investing considerable resources to ensure that they build the capacity needed to eff
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Ngonda, Virginia Shahida. "A correlational study of project management maturity and project managers’ attributes and influence in South Africa." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2720.

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Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018.<br>The purpose of the study reported in this dissertation was to establish if there is a relationship between project managers’ attributes and their organisations’ project management maturity. To achieve this, the study evaluated the existence of relationships between the project managers’ power, project managers’ technical expertise, and project managers’ project management experience and their organisations’ project management maturity. The study was based on a survey of self-identi
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Dahmann, Franz-Dietmar. "Correlation between quality management metric and people capability maturity model." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2003. http://library.nps.navy.mil/uhtbin/hyperion-image/03sep%5FDahmann.pdf.

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Thesis (M.S. in Information Technology Management)--Naval Postgraduate School, September 2003.<br>Thesis advisor(s): John Osmundson, J. Bret Michael. Includes bibliographical references (p. 83-84). Also available online.
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Rasch, Linnéa, and Victor Thun. "The Road to Become Agile : A case study of agile transformations in the retail market, including an organization development approach." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279642.

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In today’s volatile market, retail companies struggle for survival as they have to become more flexible and dynamic. Thus, they change the organization, implementing agile methods. However agile is more than a set of practices and therefore the implementation process needs to be accompanied by organizational development to accomplish successful organizational change. This has been shown to be difficult for retail companies due to their size, defined silos, comfortable long-established ways of doing things and strong bureaucratic hierarchical culture. This thesis studies the implementation of a
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Sánchez, Garzón Felipe. "Supporting the transformation of a company's project management by elaborating an invariant-based project management maturity model and a causal predictive model between maturity criteria and project performance." Electronic Thesis or Diss., Université de Lorraine, 2019. http://www.theses.fr/2019LORR0245.

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Cette thèse CIFRE, réalisée au sein de SOPRA STERIA, apporte une contribution sur l’élaboration d’un modèle causal entre la maturité de la gestion de projet et les performances du projet et propose une méthodologie pour construire une architecture d'un système de prévision des performances d’un projet. Pour élaborer une telle architecture, il nous a fallu définir des modèles décrivant de façon rigoureuse et abstraite ce qu’est la maturité de la gestion de projet et une méthode explicitant la relation causale entre cette maturité et les performances des projets, notamment la réduction du risque
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Grube, Markus. "The impact of SAP on the utilisation of Business Process Management (BPM) maturity models in ERP projects." Thesis, University of Gloucestershire, 2018. http://eprints.glos.ac.uk/5574/.

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The SAP Enterprise Resource Planning (ERP) system is a leading software solution for corporate business functions and processes. Business Process Management (BPM) is a management approach designed to create and manage organisations’ business processes. Both promise an improvement of business processes in companies and can be used together. In conjunction with the SAP ERP system and BPM approach, BPM maturity models can be used as diagnostic tools that allow an organisation to assess and monitor the maturity of its business processes. This research analyses the complex relationships between the
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Books on the topic "Organizational Project Management Maturity Model"

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Project Management Institute. Organizational project management maturity model (OPM3): Knowledge foundation. 2nd ed. Project Management Institute, 2008.

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Kerzner, Harold. Using the Project Management Maturity Model, Third Edition. John Wiley & Sons, Inc., 2019. http://dx.doi.org/10.1002/9781119559078.

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Badykova, Idelya. Modeling the efficiency of project management of corporate innovation activity. INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/monography_606ae36782b847.08806135.

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The role of innovation in the economy development is extremely significant. Within the framework of this work, the innovative activity of enterprises and its relation to corporate social responsibility (CSR) is of particular interest. This study is aimed at modeling the project management of corporate innovation activity on the basis of CSR.&#x0D; The results obtained by the author for the Russian economy suggest that there is a positive relationship between the level of innovative development and CSR, both in general and in terms of investments in the transformation of human capital. In this
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Kulpa, Margaret K. Interpreting the CMMI: A process improvement approach. 2nd ed. CRC Press, 2008.

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Kulpa, Margaret K. Interpreting the CMMI (R). Taylor and Francis, 2008.

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Organizational project management maturity model (OPM3). Project Management Institute, 2013.

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Institute, Project Management. Organizational Project Management Maturity Model (Opm3). Project Management Institute, 2003.

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Project management maturity model. CRC Press, Taylor & Francis Group, 2015.

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Project management maturity model. 2nd ed. Auerbach Publications, 2007.

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Project Management Institute. Organizational Project Management Maturity Model Opm3 Overview. 3rd ed. Project Management Institute, 2004.

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Book chapters on the topic "Organizational Project Management Maturity Model"

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Richardson, Gary L., and Brad M. Jackson. "Organizational Maturity." In Project Management Theory and Practice. Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-41.

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Schwartz, David G., and Doron Tauber. "Toward a Maturity Model for Knowledge Management Systems Integration." In Knowledge Management and Organizational Learning. Springer US, 2009. http://dx.doi.org/10.1007/978-1-4419-0011-1_5.

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Timinger, Holger, and Christian Seel. "Vision and Maturity Model for Digitized Project Management." In Digitalization in companies. Springer Fachmedien Wiesbaden, 2024. http://dx.doi.org/10.1007/978-3-658-39094-5_9.

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Ma, Yue, Yu Chang, Hanyu Zhu, Chunyu Xia, and Zhichao Chang. "Research on Maturity Model of Enterprise NPD Project Management." In Communications in Computer and Information Science. Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-23062-2_49.

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Bushuyev, Sergey, and Olena Verenych. "Organizational Maturity and Project." In Developing Organizational Maturity for Effective Project Management. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3197-5.ch006.

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The success of a project, program, or portfolio realization is dependent on cooperation between a project manager/team project and stakeholders. This cooperation can be provided via a blended mental space; the main function of it is interaction and communication support of all participants in the project process throughout the project lifecycle. The blended mental space building requires creation of the specific methodology, which is based on the technical maturity models used. In the frame of the chapter, two new organizational maturity models are described. They are offered by IPMA through i
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Silva, David, Jose Angelo Pinto, Paula Gomes, and Filipa Ramalho. "How's ICT Project Management Going in Portugal?" In Advances in IT Personnel and Project Management. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-7536-0.ch020.

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This chapter presents the preliminary results of an IT organizational project management maturity research called OPM3® Portugal Project, which is currently underway. It was designed by Portuguese research and development organization Ambithus, based on PMI's (Project Management Institute) OPM3® (Organizational Project Management Maturity Model) standard. A descriptive analysis of IT organizations is made, the case studies selection criteria are explained, and a relevant literature revision of clustering models is made. Preliminary results from the IT organizations are presented and organized
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Nachbagauer, Andreas G. M., and Iris B. Schirl-Boeck. "Organizational Maturity Beyond Risk Management." In Developing Organizational Maturity for Effective Project Management. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3197-5.ch005.

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Project-oriented organizations face environments differing in complexity, with different degrees of maturity needed to manage uncertainty. In this chapter, the authors analyze where, when, and by whom structure or autonomy should be made use of in project-oriented organizations, and which kinds of structure and autonomy are appropriate for dealing with complex, uncertain situations and unexpected events. After a short discussion of project management maturity models, the authors investigate the concepts of risk, uncertainty, and the unexpected based on organization theory inspired by decision-
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Marnewick, Carl, and Josef Langerman. "Agile Maturity." In Developing Organizational Maturity for Effective Project Management. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3197-5.ch012.

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Information technology (IT) projects are not adding value to organizational strategies. This is due to the high failure rates of these projects. Agile is perceived as a possible solution to this dilemma and preliminary evidence indicates that this is actually the case. To enhance the success rates of IT projects, agile principles need to be adopted and this can only be done through a process of maturity. The purpose of this chapter is to highlight the importance of agile in IT project success and to show how agile maturity can be achieved through the application of maturity models. Agile matur
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Pasian, Beverly. "Project Management Maturity and Associated Modeling." In Developing Organizational Maturity for Effective Project Management. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3197-5.ch001.

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A universal definition—much less an understanding—of project management maturity and its achievement does not exist. The issue raises many questions, and a review reveals inconsistencies. One is the disconnect between the use of prescriptive models relying on highly defined processes to measure capabilities that manage projects with undefined elements. Universities represent an organizational model on their own unique path toward project management maturity. Over the last decade, they have—as part of a larger trend where specialized management techniques are being adopted (such as strategic pl
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Gan, Robert Chee Choong, and Christina May May Chin. "Components of Project Management Maturity Impacting Project, Program, Portfolio, and Organizational Success." In Developing Organizational Maturity for Effective Project Management. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3197-5.ch007.

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Due to alarmingly high failure rates attributed to either a lack of project implementation or if implemented, poor results in organizations, many PM consulting organizations have begun developing their own PM maturity models (PM3) to assess organization maturity level, to identify their clients' PM maturity gap, and to provide a pathway by which their clients could move up the maturity scale and performance. Despite the many claims of PM3 assessment capabilities, the lack of success in market adoption of PM3 models suggests the need for more studies to identify if these are due to the many def
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Conference papers on the topic "Organizational Project Management Maturity Model"

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Cheung, Kenny, Mark Tischler, Ondrej Juhasz, et al. "An Overview of the U.S. Army Aviation Development Directorate Quadrotor Guidance, Navigation, and Control Project." In Vertical Flight Society 73rd Annual Forum & Technology Display. The Vertical Flight Society, 2017. http://dx.doi.org/10.4050/f-0073-2017-12198.

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In recent years, there has been growing commercial and military interest in small-scale multi-rotor unmanned aerial systems (UAS), from commercial package delivery, to performing search and rescue missions, to providing surveillance and reconnaissance support. The Vehicle Management and Control (VMC) Technical Area under the U.S. Army Aviation Development Directorate (ADD) at Moffett Field, California has strong experience and expertise in applying advanced flight control and obstacle field navigation (OFN) technologies to full-size manned and unmanned rotorcraft. The Quadrotor Guidance, Navig
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Maranhão, Robson, Marcelo Marinho, and Hermano De Moura. "Model for Assessing the Maturity Level of the Information Security Risk Management Process." In XIV Simpósio Brasileiro de Qualidade de Software. Sociedade Brasileira de Computação - SBC, 2015. http://dx.doi.org/10.5753/sbqs.2015.15210.

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Nowadays, innovation is one of the keys to success in organization and project management has become an important way to improve it. Innovative Software Projects (ISP) have a high level of uncertainty andcomplexity, so we need a specific approach to manage those threats. This paper presents a systematic literature review of Innovative Software Project Management (ISPM), helping to identify the factors that affect ISP and their management such as tools, techniques, processes, practices, organizational capabilities and IT assets; and how managers can prepare themselves for the challenges of thei
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Yakoot, Mostafa Sa'eed, Adel Mohamed Salem, and Omar Mahmoud. "Measuring Maturity of Well Integrity Management - Analysis of Well Integrity in Brownfield Using Maturity Models for Prolonged Well Lifecyle." In Gas & Oil Technology Showcase and Conference. SPE, 2023. http://dx.doi.org/10.2118/214054-ms.

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Abstract Well integrity (WI) is a growing concern in the oil and gas (O&amp;G) industry as fields mature and WI problems increase. In project management, maturity denotes having perfect condition to attain the organization's objectives. Applying the same principle to O&amp;G industry, provides a pathway and basis to achieve excellence in WI management in O&amp;G fields. Maturity of WI management has a direct impact on performance, assurance, compliance, and most importantly operation safety. A case study from a brown field has been conducted to evaluate the effect of WI management maturity on
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Li, Suike, Sijun Bai, Rong Feng, and Yuntao Guo. "Application of Organizational Project Management Maturity Model Based on BP Neural Network." In 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.671.

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Ren, Lidi, Sijun Bai, and Yuntao Guo. "Assessment Index System of Program Management Capability Based on Organizational Project Management Maturity Model." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577951.

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Guangshe, Jia, Cao Li, Chen Jianguo, Zhou Shuisen, and Wang Jin. "Application of Organizational Project Management Maturity Model (OPM3) to Construction in China: An Empirical Study." In 2008 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2008. http://dx.doi.org/10.1109/iciii.2008.182.

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Sukhoo, Aneerav, Andries Barnard, Mariki M. Eloff, and John A. Van der Poll. "An Assessment of Software Project Management Maturity in Mauritius." In InSITE 2005: Informing Science + IT Education Conference. Informing Science Institute, 2005. http://dx.doi.org/10.28945/2922.

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It is sometimes very difficult for an organization to adopt a specific software project management methodology in a short space of time. It requires sufficient time, adequate financial support and skilled human resources in order to start with a comprehensive methodology. It is, however, often more appropriate to use a maturity model so as to progress from one maturity level to the next. Assessment of the maturity level of an organization provides a good benchmark to rate the success of its operations. One such exercise was carried out in South Africa in 2003, and the overall average project m
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Dima, Thaleia, Maria Vitzilaiou, and Michail Glykas. "EFQM Excellence Model – A Systematic Literature Review. A Proposal FOR a Maturity Assessment Framework." In Eighth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/limen.2022.167.

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Performance Improvement is high on the agenda of most orga­nizations worldwide. A growing number of improvement models are now available, and it is necessary to adopt an approach to earn the most attrac­tive organizational excellence performance. One such practice is implement­ing the EFQM Excellence model, which is a self-assessment framework for determining the strong and weak points and measuring areas of improve­ment of an organization across continuous quality improvement. EFQM Ex­cellence Model is used by any kind of organization regardless of size, sec­tor, maturity and structure. Follo
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Aytes, Kregg, and John Beachboard. "Using the Information Orientation Maturity Model to Increase the Effectiveness of the Core MBA IS Course." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3125.

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This paper describes the use the Information Orientation (IO) Maturity Model as the basis of a MBA course-based project. The IO model explicitly draws the relationship between business performance and several information and technology management concepts. More importantly, the IO Model is accompanied by a specific method of gathering and analyzing data, and includes general recommendations on how to improve the “IO Maturity” of an organization. The concepts of the model, coupled with the structure present in the data collection and analysis process, allow students to experience the dynamic en
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Coletta, Antonio (Tony). "Establishing and improving project management using assessment models for process capability and organizational maturity tutorial." In the 12th International Conference. ACM Press, 2011. http://dx.doi.org/10.1145/2181101.2181130.

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Reports on the topic "Organizational Project Management Maturity Model"

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Schreiner, Clara. International Case Studies of Smart Cities: Rio de Janeiro, Brazil. Inter-American Development Bank, 2016. http://dx.doi.org/10.18235/0006533.

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This case study is one of ten international studies developed by the Inter-American Development Bank (IDB), in association with the Korean Research Institute for Human Settlements (KRIHS), for the cities of Anyang, Medellin, Namyangju, Orlando, Pangyo, Rio de Janeiro, Santander, Singapore, Songdo, and Tel Aviv. At the IDB, the Competitiveness and Innovation Division (CTI), the Fiscal and Municipal Management Division (FMM), and the Emerging and Sustainable Cities Initiative (ESCI) coordinated the study. This project was part of technical cooperation ME-T1254, financed by the Knowledge Partners
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Alonso, Pablo, and Agustina Schijman. IDB-9: Human Resources Processes. Inter-American Development Bank, 2013. http://dx.doi.org/10.18235/0010522.

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This evaluation assesses the implementation of Inter-American Development Bank (IDB, or Bank) commitments related to the human resources (HR) policies set out in the 2007 realignment and IDB-9. Under these commitments, the Bank is required to continue improving its organizational efficiency and capacity, building on the organizational model set forth in the 2007 realignment. This report is a preliminary review of the topic; next year's evaluation of the realignment by the Office of Evaluation and Oversight will explore issues of efficiency and efficacy in greater depth. The evaluation finds th
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Ballesteros, Marife, and Jenica Ancheta. Public-Private Partnerships in Agriculture Value Chains: The Case of Project ConVERGE in the Philippines. Philippine Institute for Development Studies, 2022. https://doi.org/10.62986/dp2022.37.

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This study examines the public-private-producers partnership (4Ps) model for agriculture value chain development implemented through Project ConVERGE of the Department of Agrarian reform. The model adopted a cluster approach whereby farmer groups are organized into clusters to coordinate their production methods to produce good uniform products and other business activities. The interventions or assistance from government agencies and the private sector are coordinated through the Project Management Office of ConVERGE at the central, regional, and provincial levels. The study notes that the 4P
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