An exploration of the relationship between software development process maturity and project performance

Jiang, James J.; Klein, Gary; Hwang, Hsin‐Ginn; Huang, Jack; Hung, Shin‐Yuan

doi:10.1016/s0378-7206(03)00052-1

Cited by 196 publications

(135 citation statements)

References 27 publications

Supporting

Mentioning

121

Contrasting

Unclassified

Order By: Relevance

“…Jiang and others [13], in their study of capability maturity models, mentioned that there is a direct link between process management maturity and project performance. It is in this light that the authors propose to measure OPM rather than project management competence -or project performance, which is the third variable in this chain.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

Khalema

Waveren

Chan

2015

SAJIE

View full text Add to dashboard Cite

The Project Management Office (PMO) has been associated with organisational project management competence. However, there is a lack of empirical evidence to support this perception. This study examines the relationship of PMO maturity and the nine knowledge areas that describe Organisational Project Management (OPM) by collecting data from 129 PMO executives, staff, and project managers in South African Government Infrastructure Departments (SAGID) using a structured questionnaire. The results show that a PMO's 'strategic' maturity has the highest impact on all nine areas of OPM. It is thus recommended that public organisations need to accelerate the strategic maturity of their PMOs to benefit from them. OPSOMMINGDie projekbestuurkantoor word met organisatoriese projekbestuurbevoegdheid assosieer. Daar is egter min empiriese bewysstukke om hierdie persepsie te regverdig. Die verwantskap tussen die projekbestuurkantoor volwassenheid en die nege kundigheidsareas wat organisatoriese projekbestuur volgens die Project Management Institute (PMI) beskryf, word ondersoek deur inligting van 129 projekbestuurkantoor uitvoerende beamptes, personeel en projekbestuurders in die Suid-Afrikaanse Regering se Infrastruktuur Departemente te versamel met 'n gestruktureerde vraelys. Die resultate wys daarop dat die projekbestuurkantoor se strategiese volwassenheid die grootste invloed op al nege die kundigheidsareas het. Dit word dus aanbeveel dat publieke organisasies die strategiese volwassenheid van hul projekbestuurkantore versnel om sodoende die meeste baat daarby te vind.

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

Khalema

Waveren

Chan

2015

SAJIE

View full text Add to dashboard Cite

show abstract

“…In 2004, Jiang et al (2004) made a research on relationship between software development processes maturity and project performance, by applying a survey to 160 software managers, project leaders and software professionals. Results showed that project performance can be improved through implementation of best practices in some specific areas.…”

Section: Ad-ministermentioning

confidence: 99%

Project maturity evaluation model for SMEs from the software development sub-sector

2016

View full text Add to dashboard Cite

RESUMENEl propósito de este artículo es presentar una propuesta de diagnóstico de la gestión de proyectos para pymes dedicadas al desarrollo de software. El modelo se fundamenta en el modelo de madurez de capacidades (CMMI-DEV) y el método de evaluación SCAMPI (por sus siglas en inglés). La propuesta considera una escala cuantitativa de satisfacción, valoración redundante de evidencias y criterios múl-tiples de selección de expertos. La propuesta fue probada con un caso de estudio en el que se evaluó la madurez en gestión de proyectos en una mediana empresa del sector de tecnologías de información y comunicaciones. El modelo concluyó que la compañía no alcanza el nivel 2 de madurez, pero se logró identificar que la organización ya tiene implementados el 92% de los procesos de ese nivel y el 77% del total de los procesos, lo que permite que la organización oriente sus esfuerzos de mejoramiento. PALABRAS CLAVECMMI; desarrollo de software; gestión de proyectos; modelos de madurez; SCAMPI. ABSTRACTThe purpose of the paper is to present a project management maturity model for SMEs oriented to software development. The proposal is based on CMMI capability maturity model, and the SCAMPI evaluation method. The proposal includes a quantitative satisfaction scale, redundant evidence assessment, and multiple criteria for selecting experts. The proposal was validated with a case study carried out in a medium-sized company from the Information and Communications Technology sector. The model concluded that the company did not reach maturity level 2; however it showed that 92% of the processes from maturity level 2 and 77% of the total process had already been implemented, which allows the company to adopt a specific orientation for its improvement efforts.

show abstract

“…Several studies focus on the recognition of the benefits of investment in project management skills in organisations (Ibbs & Kwak, 1997Ibbs & Reginato, 2002) whilst discuss the correlation between the level of maturity and the performance of projects (Mullaly, 2006;Jiang et al, 2004;Ibbs & Kwak, 2000). In an IS/IT discipline, maturity is considered to be a measure for evaluating an organisation's capabilities (Roseman & de Bruin, 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

Investments in information systems and technology in the healthcare: Project management mediation

Gomes

Rom�ão

2016

Journal of Information Systems Engineering & Management

View full text Add to dashboard Cite

Healthcare organisations must improve their business practices and internal procedures in order to answer the increasing demand of health professionals and the general public for more and better information. Hospitals invest massively in information systems and technology (IS/IT) in the hope that these investments will improve healthcare and meet patients' demands. The main objective of our research is to study how organisational maturity, enhanced by investments in IS/IT, project management and best practices, leads to successful projects in public healthcare organisations. The rational of our model is that organisational maturity has a positive effect on IS/IT project success, and that this success is also positively enhanced by the use of project management practices. We emphasise that this combination of approaches can increase the effectiveness of projects. Furthermore, it can also improve the confidence that the results of investments will meet stakeholders' expectations. Keywordshealth information systems, IT healthcare, health IS/IT projects, project success, project management, maturity models.

show abstract

An exploration of the relationship between software development process maturity and project performance

Cited by 196 publications

References 27 publications

The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

Project maturity evaluation model for SMEs from the software development sub-sector

Investments in information systems and technology in the healthcare: Project management mediation

Contact Info

Product

Resources

About