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

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Published: 3 June 2025

Last updated: 31 July 2025

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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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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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Trofimova, E. V. "Methods for Increasing the Maturity Level of Innovation Project Management (In Russ.)." Economics Law Innovaion, no. 1 (March 31, 2025): 13–30. https://doi.org/10.17586/2713-1874-2025-1-13-30.

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The article considers the concept of organizational projectivity as a central element of assessing the maturity of an innovative company in the field of project management. Organizational projectivity is defined as the ability of an innovative company to anticipate changes, adapt to them, and effectively implement projects under conditions of un-certainty. The key aspects of projectivity are analyzed in detail: strategic vision, flexibility and adaptability, project management culture, use of technology and data, and knowledge management. Methods are proposed that allow in-creasing the level o

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CHAIKOVSKA, Inna. "KNOWLEDGE MANAGEMENT AT PROJECT-ORIENTED ENTERPRISES." Ukrainian Journal of Applied Economics 6, no. 4 (2021): 67–81. http://dx.doi.org/10.36887/2415-8453-2021-4-9.

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The analysis of the peculiarities of knowledge management of operational and project activities at the project-oriented enterprise is carried out in the work. The conceptual model of knowledge management of the project-oriented enterprise for achievement of optimum economic indicators of the enterprise activity is developed. For operational activities, the constituent elements of knowledge management are people (employees), technology and processes. For project activities, these are project knowledge management, knowledge management between projects and knowledge management about project manag

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Hartono, Budi, Deo F. Wijaya, and Hilya M. Arini. "The impact of project risk management maturity on performance: Complexity as a moderating variable." International Journal of Engineering Business Management 11 (January 1, 2019): 184797901985550. http://dx.doi.org/10.1177/1847979019855504.

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This study examines the utility of project risk management maturity (PRMM) for project-based organizations across different domains. The relationship between organization-level PRMM and firm’s performance is studied. Two alternatives of theoretical model are developed on the basis of an extensive literature review. The first model (i.e. traditional model) posits a direct positive relationship between PRMM and organizational performance. The second model suggests that the relation between the two key variables is positively moderated by the average level of “complexity” of projects which are ty

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Dedrick, A. Smith, and Hannon John. "KNOWLEDGE MANAGEMENT'S ROLE IN ORGANIZATION MATURITY IN PROJECT MANAGEMENT." International Journal of Research - GRANTHAALAYAH 3, no. 5 (2017): 48–59. https://doi.org/10.5281/zenodo.883570.

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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 manager

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15

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.

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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

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16

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.

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17

Wojciechowska, Agata. "Evaluation of design maturity models for usability in the it industry." Scientific Papers of Silesian University of Technology. Organization and Management Series 2023, no. 170 (2023): 629–46. http://dx.doi.org/10.29119/1641-3466.2023.170.38.

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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 standa

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18

Qi, Shen Jun, Wei Chen, Yun Bo Zhang, Jing Jing Wu, and Jia Zhong Cai. "Identification of Influence Factors and Establishment of Evaluation Index System for OPM3 in Mega Construction Engineering Enterprise." Applied Mechanics and Materials 584-586 (July 2014): 2233–38. http://dx.doi.org/10.4028/www.scientific.net/amm.584-586.2233.

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<p class="p19">Based on Project Management Office (PMO) and Organizational Project Management Maturity Model (OPM3), 36 influence factors were firstly identified, which were extracted from organization structure framework and objective requirement of multi-project management in the mega construction engineering enterprise. These influence factors were reflected in the organizational support, informatization construction, and project management. The maturity evaluation index system was built and optimized by Principal Component Analysis (PCA) on the basis of questionnaire survey on the 23

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Hartono, Budi, Deo F.N. Wijaya, and Hilya M. Arini. "An empirically verified project risk maturity model." International Journal of Managing Projects in Business 7, no. 2 (2014): 263–84. http://dx.doi.org/10.1108/ijmpb-03-2013-0015.

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Purpose – The purpose of this paper is to develop and to empirically verify a model of project risk management maturity (PRMM). Design/methodology/approach – Theoretical work to develop the initial model of risk maturity. Empirical study by a cross-sectional survey to the Indonesian construction industry. Findings – A new model of PRMM is developed and empirically tested. The model is valid (face validity, content validity, discriminant validity, convergent validity, and criterion validity) and reliable. Research limitations/implications – A more comprehensive, follow-up study is required to g

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20

Al-Marri, Rashid, Galal Abdalla, and Elsadig Mahdi. "A Project-Based Organizational Maturity Assessment Framework for Efficient Environmental Quality Management." Systems 13, no. 4 (2025): 289. https://doi.org/10.3390/systems13040289.

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This research aims to develop and validate an organizational maturity framework (OM framework) to assess an organization’s maturity and improve the operational performance of the EQM. The study adopts a multi-methods approach. Qualitative data are sourced from 18 respondents and analyzed through thematic analysis. The analysis reveals that pollution control and energy efficiency are the primary EQM concerns. The maturity assessment occurs through data from one or multiple sources, with the most preferred models being the five-phase models. Finally, maturation has diverse effects on EQM, which

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Edelist, Liran, Roy Gelbard, and Jeffrey Kantor. "Software Project Costing." International Journal of Information Technology Project Management 3, no. 4 (2012): 72–86. http://dx.doi.org/10.4018/jitpm.2012100105.

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This study puts forward a generic and comprehensive costing framework for software projects that aims for simplicity. This is achieved by integrating commonly used CMMI (Capability Maturity Model Integration) and PMBOK (Project Management Body of Knowledge) costing concepts in a broader organizational context. The costing framework comprises three layers: costing targets, costing activities, and policy evaluation. While the first two layers are derived from commonly used software engineering elements, the third integrates an organizational perspective through software engineers, project manage

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22

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

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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 proje

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El Khatib, Mounir, Aya Yaish, and Hessa Al Ali. "Organization Project Management Maturity (OPM3) Implementation, Critical Success Factors and Challenges." International Journal of Theory of Organization and Practice (IJTOP) 3, no. 2 (2024): 66–83. http://dx.doi.org/10.54489/ijtop.v3i2.306.

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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 o

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Taizhanova, Zhanar. "ҚАЗАҚСТАННЫҢ МЕМЛЕКЕТТІК ОРГАНДАРЫНЫҢ ЖОБАЛЫҚ КЕҢСЕЛЕРІНІҢ ЦИФРЛЫҚ ЖЕТІЛУІН БАҒАЛАУ ЕРЕКШЕЛІКТЕРІ". Public Administration and Civil Service 93, № 2 (2025): 31–41. https://doi.org/10.52123/1994-2370-2025-1445.

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The article discusses the issues of digital transformation of project offices of government agencies and assessment of their digital maturity. Digitalization of project offices plays an important role in increasing the efficiency, transparency and adaptability of public administration. The study analyzes the international experience in assessing the digital maturity of project offices and identifies key areas for assessing digital maturity. To determine the level of digitalization of project offices, a comprehensive model is proposed that includes four key dimensions: strategic management, org

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�� and Valeriy Anshin. "Strategic and Organizational Aspects of Project Systems Management Considering Sustainable Development Concept." Russian Journal of Project Management 2, no. 3 (2013): 3–12. http://dx.doi.org/10.12737/1239.

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The paper reviews the issues of strategic management and activity arrangement of the company committed to the goal of sustainable development. The conceptual model of instituting the mechanism of company management is proposed. The author investigates the structure of organizational objectives in the context of sustainable development concept and analyzes the product, resource and operational strategies of the company in terms of sustainable development strategy. To facilitate analysis and elaboration of adequate managerial structures the author proposes three models to build structures for ma

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Hutapea, Benyamin Tangihon, Harmein Nasution, and Juliza Hidayati. "Project management improvement with proposed project management office: case in palm oil industries and machineries." Operations Excellence: Journal of Applied Industrial Engineering 16, no. 1 (2024): 1. http://dx.doi.org/10.22441/oe.2024.v16.i1.097.

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Multi-project management are a huge challenge in organizations project management. In order to improve the success of multi-project practice, organizations are begun to considering to implement Project Management Office (PMO) inside their organization structure as a single structure that focused on managing project portfolio inside organization. PMO is a type of business-oriented organizational structure that supports the enterprises business strategy, development and describes the rationale of how a project-portfolio management organization shold be. The major challenge in this qualitative re

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Bower, Douglas C., and Derek H. T. Walker. "Planning Knowledge for Phased Rollout Projects." Project Management Journal 38, no. 3 (2007): 45–60. http://dx.doi.org/10.1002/pmj.20005.

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This paper explores how projects that can be considered as repeatable and replicable in a sequence of deliverables over a period of time can be planned and executed (rolled out) in a way that maximizes knowledge transfer and production from one execution to the next. A variety of management disciplines were reviewed to understand the way that project and program rollouts are treated in IT, product development, organizational learning, and manufacturing literature. These reviews enabled the development of a conceptual model to describe how planning and implementing the rollout of a product or s

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Andrade Gómez, María Valentina, Vilma Lucía Agredo Trujillo, and Alexander Quintero Bonilla. "Evaluación del nivel de madurez en la gestión de proyectos públicos en la Alcaldía de Acevedo, Huila." Administración & Desarrollo 54, no. 2 (2024): e983. https://doi.org/10.22431/25005227.983.

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This study aims to evaluate the level of project management maturity in public projects at the Mayor’s Office of Acevedo (Huila), using the Darci Prado Maturity Model, which assesses five levels and seven key dimensions. The methodology followed a mixed approach: the quantitative analysis was carried out using the 2021 version of the model’s questionnaire, while the qualitative analysis was complemented by the prospective tool, the Regnier Abacus.The results show that the entity is at level 2 of maturity, known as the “known” level. This level indicates that the organization has a basic unders

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Ivko, Andrii. "Models and methods of the technological maturity development of self-managed organizations in the context of using the syncretic methodology." Dorogi i mosti 2024, no. 30 (2024): 59–69. http://dx.doi.org/10.36100/dorogimosti2024.30.059.

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Introduction. Infrastructure restoration projects of Ukraine are being implemented in the difficult conditions of war and many challenges. To increase the effectiveness of their implementation, project-oriented organizations need an effective management system. At the same time, it is necessary not only to apply innovative models and methods of project management developed by the world's leading organizations and companies, but also to create our own scientific developments, taking into account complex environmental conditions. Since restoration projects are related to the construction industr

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Eshtehardian, Ehsan, and Farhad Saeedi. "Developing Improvement Planning Phase in Project Management Maturity Models." Modern Applied Science 10, no. 9 (2016): 1. http://dx.doi.org/10.5539/mas.v10n9p1.

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The suggested cycle of project management maturity model generally include phases of evaluation, planning, improvement and finally cycle repeat which is largely based on a cycle known as Deming or PDCA. “Improvement Planning Phase” is the most important phase requiring development among these models that it is not discussed much. The major criteria for prioritization and planning in this phase were investigated in a research by authors. At first, the literature of subject is reviewed, by doing a series of interviews with project management consultants then prioritization criteria is identified

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Kusumawardani, Nuril, Dinda Permatasari, Reynilda Susanto, Chen Kang Lee, and Yohannes Kurniawan. "Knowledge Management Evaluation Using Digital Capability Maturity Model in Higher Education Institution." Electronic Journal of Knowledge Management 21, no. 2 (2023): 140–57. http://dx.doi.org/10.34190/ejkm.21.2.3009.

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In the higher education institutions, they recognize the value of knowledge management (KM) in enhancing organizational performance and productivity. However, the current KM system faces challenges in adapting to modern issues and suffers from inefficient utilization. This paper aims to address these shortcomings by identifying the maturity level of KM using a digital capability maturity model (DCMM). To achieve this objective, data were collected through interviews, questionnaire surveys, and observations, and a descriptive data analysis method was employed. The study utilized the model's eig

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��, Dmitry Artemev, ��, ��, and Dmitriy Gergert. "Methodological Approaches to Commercial Organization Project Management Standard Development." Russian Journal of Project Management 2, no. 1 (2013): 0. http://dx.doi.org/10.12737/279.

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This paper examines some questions of approaches to corporate project management. The relationship between maturity level of project management and standartization of project activities is contemplated; the role of project office at all levels of evolutionary maturity is defined; the organizational framework of implementation of project management corporate system (PMCS) and project management standard is analyzed; the place of PMCS in organization management structure is defined. A conceptual model of corporate project management standard�s development and implementation is proposed. Within t

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Carden, Lila Lenora, and Carol Brace. "Project Management Office (PMO)." International Journal of Information Technology Project Management 13, no. 1 (2022): 1–13. http://dx.doi.org/10.4018/ijitpm.290419.

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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 discus

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Wang, Guangbin, Huan Liu, Heng Li, Xiaochun Luo, and Jiaxi Liu. "A Building Project-Based Industrialized Construction Maturity Model Involving Organizational Enablers: A Multi-Case Study in China." Sustainability 12, no. 10 (2020): 4029. http://dx.doi.org/10.3390/su12104029.

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Industrialized construction (IC) as a promising construction mode has been increasingly adopted in China due to its advantages of enhancing productivity and reducing the labor intensiveness in the construction industry. An objective and systematic evaluation of the IC mode is essential by clarifying the current weak areas in application and improving project performance. The meager existing studies have considered evaluating the IC maturity of prefabricated construction projects from the perspective of project governance. This study proposed an industrialized construction maturity model (ICMM)

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Mitrofanova, Yana S., and Nikita Y. Gulyaev. "MANAGING THE DIGITAL TRANSFORMATION OF AN ENTERPRISE: ORGANIZATIONAL AND METHODOLOGICAL ASPECTS OF ASSESSING THE MATURITY LEVEL OF THE ECOSYSTEM OF INTERNET OF THINGS TECHNOLOGIES." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 12/11, no. 141 (2023): 26–32. http://dx.doi.org/10.36871/ek.up.p.r.2023.12.11.004.

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In the article, the authors reveal the directions of solving the problem of forming effective methodological support for the digital transformation management system of industrial enterprises. The main focus of the work is on the development of the enterprise’s management system and digital infrastructure based on Industry 4.0 technologies in a high-risk environment and uncertainty. The study presents a methodology for assessing the level of digital maturity of an industrial enterprise and its infrastructure built on the basis of Internet of Things (IoT) technologies. The developed author’s me

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Stroe, Ana, Marco R. Spruit, Bastiaan Beltman, and Steven Johannes Koelemeijer. "PMOMM." International Journal of Knowledge Society Research 7, no. 3 (2016): 47–61. http://dx.doi.org/10.4018/ijksr.2016070104.

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The Project Management Office (PMO) is a relatively new type of organizational unit, responsible for supervising internal projects. However, PMOs do not always create and deliver the necessary knowledge for the decisional process. This paper proposes a solution to this problem through the literature-based Project Management Office Maturity Model (PMOMM) that evaluates whether if PMO related processes are implemented and supported by technology. PMOMM consists of 30 main project management processes, organized into 7 capability areas. In order to assess the maturity level of a PMO, a maturity a

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İrkey, Tuana, and Aslıhan Tüfekci. "The Importance of Business Continuity and Knowledge Management during the Pandemic Period." Proceedings 74, no. 1 (2021): 18. http://dx.doi.org/10.3390/proceedings2021074018.

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Earlier in 2020 a knowledge management project was initiated with the aim of organizational performance improvement at a service company. A maturity model was applied for the gap analysis and a systematic literature review was conducted to shape the project. As the COVID-19 grew to a global scale, the aim of the project has shifted into ensuring the business continuity of the case company. Without major changes the project was carried out. At the end it was observed the company not only operated without being affected from the pandemic situation but also improved their organizational performan

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El Yacoubi, Zouheir, and Rachid Jahidi. "The Organizational Contribution of the PMO: An Assessment Using Structural Equation Modeling." European Scientific Journal, ESJ 20, no. 34 (2024): 150. https://doi.org/10.19044/esj.2024.v20n34p150.

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This research is part of a thesis project that includes two main phases, and it aims to develop and examine a conceptual model to understand and verify the contribution of the PMO to the performance of Moroccan organizations as well as to their level of project management maturity in terms of organization and practices. Thus, the main objectives of this research are: (1) to examine the PMO’s contribution to organizational performance and project management maturity, but also (2) to contribute to consolidating the theoretical basis of the project management school. To this end, a quantitative a

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Viana, Joana Coelho, and Caroline Maria de Miranda Mota. "Enhancing Organizational Project Management Maturity: a framework based on the value focused thinking model." Production 26, no. 2 (2015): 313–29. http://dx.doi.org/10.1590/0103-6513.169913.

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Ana, Cabrera, García Jesús, Zaragoza Nicolás, and González José. "Project Management Maturity in Construction MSMEs in Southeastern Mexico." International Journal of Engineering Research and Applications 14, no. 12 (2024): 09–14. https://doi.org/10.9790/9622-14120914.

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The construction industry operates under strict deadlines, limited budgets, and extensive interaction among human resources from various knowledge fields. These factors, combined with the unique nature of each project, represent a significant challenge to management. This necessitates the implementation of project management, which is essential for planning, organizing, and supervising both resources and tasks required to achieve specific objectives within a defined time and cost frame. Although project management is not a new topic, it is crucial to measure its positive influence on the indus

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Rudnichenko, Yevhenii, Nataliia Havlovska, Mykhail Kryvdyk, and Dmitro Balabus. "DEVELOPMENT OF PROJECT MANAGEMENT STANDARDS: INTERNATIONAL EXPERIENCE." Innovation and Sustainability, no. 1 (March 31, 2023): 133–39. http://dx.doi.org/10.31649/ins.2023.1.133.139.

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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 ma

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Borysov, Oleksii, Оlena Danchenko, and Vitalii Kharuta. "TECHNOLOGY OF CHOOSING AN EFFECTIVE METHODOLOGY OF IT PROJECT MANAGEMENT." Bulletin of NTU "KhPI". Series: Strategic management, portfolio, program and project management, no. 2(6) (August 3, 2022): 7–13. http://dx.doi.org/10.20998/2413-3000.2022.6.2.

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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 metho

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Kataeva, Natalia, Darya Starkova, Alexey Sysolyatin, and Kristina Karmokova. "Current issues of diagnostics and development of the organization in the field of project management." E3S Web of Conferences 164 (2020): 10034. http://dx.doi.org/10.1051/e3sconf/202016410034.

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This article analyzes the aspects of competence approach in improving the skills of project managers, as well as the main approaches to the study of the organization’s competence in the field of project management. Having applied generalization and systematization of different models of competence-based approach, the authors developed a mechanism for assessing the competence of the organization in the field of project management. The analysis concluded that increasing the level of organizational maturity and individual competence of project management specialists contributes to the growth of p

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Piwowar-Sulej, Katarzyna, Magdalena Rojek-Nowosielska, Agnieszka Sokołowska-Durkalec, and Urszula Markowska-Przybyła. "Maturity of CSR Implementation at the Organizational Level—From Literature Review to a Comprehensive Model." Sustainability 14, no. 24 (2022): 16492. http://dx.doi.org/10.3390/su142416492.

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This paper fills the gap in the studies addressing the problem of corporate social responsibility (CSR) concept implementation maturity in an organization approached holistically. It is based on an integrative literature review covering 104 publications indexed in WoS and Scopus. The literature review shows that the maturity of the implementation of CSR at the organizational level is rarely the subject of assessment. The authors dealing with CSR maturity focus their deliberations on such specific areas of enterprise functioning as IT, operational management, supply management, product design a

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Pasian, Beverly. "Extending the concept and modularization of project management maturity with adaptable, human and customer factors." International Journal of Managing Projects in Business 7, no. 2 (2014): 186–214. http://dx.doi.org/10.1108/ijmpb-01-2014-0006.

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Purpose – The conceptual and modularization of project management maturity models is based on the principle of process control. This research was designed to challenge these boundaries to reveal non-process factors. The paper aims to discuss these issues. Design/methodology/approach – A multimethod research design was used with a “qual⇒Qual” sequence. This is a development in MM design theory, with its reliance on an initial qualitative stage that, despite being first, is insufficient to collecting sufficient data to answer the research question. A second stage, involving a more dominant quali

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Jugdev, Kam, and Janice Thomas. "2002 Student Paper Award Winner: Project Management Maturity Models: The Silver Bullets of Competitive Advantage?" Project Management Journal 33, no. 4 (2002): 4–14. http://dx.doi.org/10.1177/875697280203300402.

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Project management maturity models are important assessment tools for the profession. Maturity models identify organizational strengths and weaknesses as well as provide benchmarking information. They capture explicit, codified practice (know-what), but do not include the intangible assets of project management (know-how). Some have made the claim that project management maturity models (MMs) can lead to a competitive advantage for firms. This paper uses four resource-based frameworks to assess whether or not maturity models lead to a sustained competitive advantage. In the context of the stra

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Prymak, V., and B. Korzh. "AGILE MANAGEMENT OF TEAMWORK OF ENGINEERING PROJECTS." Bulletin of Taras Shevchenko National University of Kyiv. Economics, no. 207 (2019): 21–27. http://dx.doi.org/10.17721/1728-2667.2019/207-6/3.

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The problems of introduction of agile methodologies in the process of functioning of domestic enterprises in the field of engineering services are investigated. The main reasons for the transition from the traditional cascade model of project team management to agile technologies, in particular, Scrum and Kanban, are identified. The main stages of implementation of engineering service based on Scrum and Kanban methodologies according to the level of organizational maturity of the enterprise are distinguished. A combined Scrum-Kanban adaptive model has been created to enable Agile principles to

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Gilbert, David, Holger Fischer, and Dirk Röder. "UX at the Right Level." i-com 20, no. 1 (2021): 105–13. http://dx.doi.org/10.1515/icom-2020-0029.

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Abstract Usability and user experience maturity models are used to evaluate the capabilities of an organization in order to provide an assessment of their ability to develop usable products. But, as the main focus of such models is on an all-encompassing organizational level, they are difficult to implement in more complex organizations with a wide range of diverse and interlinked projects. This paper presents a project related UX maturity model, which was developed at DB Systel to address this issue: the PUXMM. It takes into account the nested internal customer relationships between departmen

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Moghaddasi, Saeed, Kambiz Kordani, Hadi Sarvari, and Amirreza Rashidi. "Redefining Project Management: Embracing Value Delivery Offices for Enhanced Organizational Performance." Buildings 15, no. 7 (2025): 1176. https://doi.org/10.3390/buildings15071176.

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This paper explores the transition from traditional Project Management Offices (PMOs) to Value Delivery Offices (VDOs), marking a shift from a process-centric to a value-centric approach in project management. Utilizing a mixed-methods research approach, the study combines quantitative data analysis with qualitative interviews and case studies from various industries. This study provides clear insights into the benefits and strategic impacts of adopting VDOs. Key findings include the pivotal role of change management in facilitating this transition and the introduction of the Value Delivery Ma

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Würtemberger, Sonja, Katharina-Maria Rehfeld, and Heiko F. Holz. "Der Diversity Management Radar für Deutschland: Von Haltung zu Handlung." IU Discussion Papers Human Resources 5, no. 3 (2025): 1. https://doi.org/10.56250/4056.

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This discussion paper presents the “Diversity Management Radar” (DMR), a novel maturity model developed to assess and guide the implementation of Diversity, Equity, and Inclusion (DEI) in German organizations. While many companies in Germany endorse diversity through initiatives, practical approaches to DEI often lack clarity, particularly among small and medium-sized enterprises (SMEs). Existing international maturity models are rarely tailored to the legal, cultural, and organizational context of German firms. This research project—funded by IU Internationale Hochschule and conducted in coll

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