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 cycle taking into account the predominant type of projects implemented. The authors used the critical and comparative analysis, based on that the available project management maturity models were assessed and the new PMMM was designed using analogy, deduction, and induction, based on the synthesis of the acquired knowledge combined with the expert experience of the practitioners. It is a unique PMMM, characterized by complexity, user friendliness and financial flexibility. In addition, it is a model that can be used not only in companies of various branches, but also in organizations of other institutional sectors.
This study explores how the discipline of project management is currently approached within organizations and examines how the discipline will need to adapt to remain relevant in an era of constant change and the growth in project-based organizations. The data for this qualitative research study was collected from project management experts who participated in panel discussions at a conference held on 7th of November 2019 in Dublin, Ireland (The PMO Road Show -International Project Management Day). This study is also based on a literature review of project management trends presented in the last three years. Results suggested that in the technology driven world of the future, project managers will require a different set of skills. The study found there is also a significant increase in more successful project outcomes when project teams develop more bespoke hybrid mythologies tailored to unique project environments.
The paper focuses on the issue of project management education as the tool of positive influence on the success of project implementation in corporate practice. The aim of the authors is to identify the ways of training project managers, project team members and top management members in project management on the basis of interviews with human resources managers of metallurgical companies in the Czech Republic. Based on the findings, recommendations of appropriate measures are formulated at the end of the paper to improve the situation in the area of project management education in metallurgical companies.Keywords: project management, project management education, project management information system, hard project management skills, soft project management skills, metallurgical industry. JEL Classification: I25, L61, O15.Business, Management and Education, 2018, 16(1): 54-64 55 project management, it is important in assigning staff to project management and project team to assess their project management competencies (more information in Kostalova, Bednarikova, & Patak, 2018). It is then important to support improving project managers' and project team members' competencies by training in project management and related areas.Not only project managers and project team members, but also top managers and stakeholders responsible for implementing the effective strategy of the company, among other things through projects grouped in a number of cases into project programmes or portfolios to set the conditions for using project management methods and tools, should be aware of project management issues (Hyväri, 2016;Hermano & Martín-Cruz, 2016).A high level of use of project management can be expected in fields such as information and communication technologies, construction, and lines of business supplying on the basis of customer requirements in the form of projects. However, the changing environment has an impact on all lines of business and it is, therefore, desirable to focus also on the areas where process management procedures are mainly expected to be used, such as the chemical, food and metallurgical industries, in which project management procedures are increasingly used.The aim of the research is to assess the approach of metallurgical companies to the education of project managers, project team members and stakeholders or top managers in the area of project management.
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