Value Creation From Organizational Project Management: A Case Study in a Government Agency

Abstract

This paper aims to analyze, through a case study based on a construct of the work of Thomas and Mulally (2008), called Researching the Value of Project Management, the relations of the constructs of this conceptual model and to show how they interfere with the organizational values, possibly in programs conducted by a government agency, from the perspective of the senior management directly involved. The analysis of information collected indicated that project management has brought value to the organization, but not all components of the conceptual model used were perceived. Additionally, differences between respondents from outside and inside of this department become evident, indicating a difference in stakeholders´ interests. Finally, from the perspective of institutional isomorphism, we searched for evidence of an effort to increase the organization's management maturity in project management, indicating by documents the mimetic and coercive isomorphism to ensure the achievement of goals and financial efficiency of the projects analyzed.

Modeling Organizational Project Management

“…Alongside these ontological differences and the lack of agreement about the logical fit of subject areas (as shown with the example of benefits realization above), is the published research on OPM, which ranges across a variety of subject areas in a rather disconnected manner. This diversity of subject areas includes the use of strategy management theories, including Resource-Based View and Dynamic Capabilities Theory to explain parts of OPM (Drouin & Jugdev, 2014); the value creation through OPM in government agencies ( de Oliveira & de Muylder, 2012); the relevance of maturity models (such as CMM), ISO quality standards, and OPM3 for the 3Ps (de Carvalho, Laurindo, & Pessôa, 2009); and the use of project management methodologies in organizations (Vaskimo, 2016).…”

“…Modeling Organizational Project Management. Project Management Journal, 50(4), 499-513. https://doi.org/10.1177/8756972819847876 6 Jugdev, 2014), the value creation through OPM in government agencies (Oliveira & De Muylder, 2012), the relevance of maturity models (such as CMM), ISO Quality standards and OPM3 for the 3Ps (de Carvalho, Laurindo, & Pessôa, 2009), and the use of project management methodologies in organizations (Vaskimo, 2016).…”

The study of participants' values convergence on the example of international scientific project on cyber security

“…In [11], the difference between a value of the project and the value of project management was determined, taking into account changes in values of stakeholders in the course of project implementation. The study of value of project management itself, presented in [12], proves the existence of high-efficiency project management, but reveals the problem of different values in a project team, which corresponds to the set goal.…”

“…3 rd group includes the values that are exposed to influences, but do not affect other values (9,10,11,12,13,15).…”

Comparing Road Construction Projects Against an IPD Standard

“…Projects are developed to create value for the owner and other stakeholders. The degree to which they succeed in doing so is variable (Merrow 2011;Oliveira and De Muylder 2012;Kerzner 2017). One emphasis in the literature views project performance as a governance challenge, looking at it from the owner's perspective (Morris 2013;Hjelmbrekke et al 2014;Klakegg 2015;Muller 2017).…”