An Exploratory Investigation of the Antecedents of the IT Project Management Capability

Lee, Lorraine S.; Anderson, Rita M.

doi:10.2979/esj.2006.5.1.27

Cited by 28 publications

(21 citation statements)

References 18 publications

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“…Federal Government that are present in mature project-based organisations, including organisational factors, team factors and individual factors, as detailed in Table II. There is also little evidence to suggest that process capability improvement results in improved project success (Lee and Anderson, 2006), although the few studies that have been undertaken are promising. Nieto- Rodriguez and Evrard (2004) found that higher levels of maturity will in most cases deliver superior performance in terms of project delivery.…”

Section: Australianmentioning

confidence: 99%

Project, programme and portfolio maturity: a case study of Australian Federal Government

Young

Zapata

2014

International Journal of Managing Projects in Business

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Purpose – This paper aims to examine the notion of maturity assessment and maturity models more broadly and goes on to examine the findings from the assessments of project, programme and portfolio maturity undertaken across Australian Government agencies. Design/methodology/approach – A statistical analysis was performed to determine the level of maturity that best represents the Australian Federal Government agencies as a whole. The unit of analysis in this study is the agencies overall scores in each sub-model across the seven perspectives of the portfolio, programme and project management maturity model (P3M3) maturity model. Findings – This study has identified a number of interesting findings. First, the practices of project, programme and portfolio across the dataset practiced independently of each other. Second, benefits management and strategy alignment practices are generally poor across Australian Government agencies. Third, programme management practices are the most immature. Finally, the results showed a high sensitivity to the “generic attributes” of roles and responsibilities, experience, capability development, planning and estimating and scrutiny and review. Research limitations/implications – All data used in this analysis are secondary data collected from individual Australian Government agencies. The data were collected by accredited consultants following a common data collection method and using a standard template to ensure a consistent approach. Practical implications – The study poses some implications for practice, particularly given the context of Australian Federal Government agencies current plans and action to improve organisational maturity. The study suggests that benefits management processes at the project level and benefits management, governance and stakeholder management processes at the programme level should be an area of focus for improvement. Originality/value – This study is the first attempt to systematically review the data collected through such an assessment and in particular identify the findings and the implications at a whole of government level.

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Section: Australianmentioning

confidence: 99%

Project, programme and portfolio maturity: a case study of Australian Federal Government

Young

Zapata

2014

International Journal of Managing Projects in Business

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“…There is little evidence to suggest that process capability improvement results in improved project success, although a few studies are promising in this respect [48] [49]. The last two decades have seen the publication of a significant collection of articles and papers on organisational maturity [50].…”

Section: Maturity Modelsmentioning

confidence: 97%

The success of IS/IT projects in the healthcare sector: Stakeholders' perceptions

Gomes

Rom�ão

2015

2015 10th Iberian Conference on Information Systems and Technologies (CISTI)

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Healthcare organisations must improve their business practices and internal procedures in order to answer the increasing demanding of health professionals and the general public for better information. Hospitals adopt a patient-centred care approach and invest massively in information systems and technology (IS/IT), in the hope that these investments will improve medical care and patient demands. From the point of view of public service, the focus of healthcare system is the patient, therefore any interventions should be based on their needs and expectations. It becomes more and more important that IS/IT investments support, not only short-term objectives, but also long-term benefits, in order to provide a proper service for organisations, professionals and end-users. 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 health system organisations. The Healthcare Data Platform is designed to be a health data sharing system, which facilitates the distribution of clinical information to the different agents that provide healthcare in the country. The rational of our model is that organisational maturity has a positive effect on 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 confidence that the results of investments will meet stakeholders' expectations, by realising benefits and by adding a perceived value to organisations.

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“…Paulk, 1993;Mark C. Paulk, 2001;Subramanian, Jiang, & Klein, 2007), software improvement process (Bilotta & McGrew, 1998;Dekleva & Drehmer, 1997;Fauzi et al, 2009;Hansen, Rose, & Tjørnehøj, 2004;Niazi, Wilson, & Zowghi, 2005;Saiedian & Chennupati, 1999;Sun & Liu, 2010;TWAITES & SIBILLA, 2002) because the dissemination and success of maturity models emerged out of the software industry. Other examples of application domains are the Governmental (Andersen & Henriksen, 2006;Davison, Wagner, & Ma, 2005;Gottschalk, 2008Gottschalk, , 2009Gottschalk & Tolloczko, 2007), public sector (Pullen, 2007), public security (Gottschalk & Tolloczko, 2007), safety culture (Andrade & Marinho, 2010;Fleming, 2001;Hudson, 2001), medical sector (Fitterer & Rohner, 2010;Mc Caffery & Coleman, 2007;van de Wetering & Batenburg, 2009;Williams, 2008), education (Aytes & Beachboard, 2007;Drinka & Yen, 2008), project management (Bahli, 2004;Cooke-Davies, 2004;Crawford, 2006;Grant & Pennypacker, 2006;Hillson, 2003;Jugdev & Thomas, 2002;Kwak & Ibbs, 2000;Lee & Anderson, 2006;Mullaly, 2006;Pullen, 2007), supply chain management…”

Section: Maturity Modelsmentioning

confidence: 99%

A benchmarking framework for product lifecycle management (PLM) maturity models

Vezzetti

Violante

Marcolin

2013

Int J Adv Manuf Technol

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Product lifecycle management (PLM) is increasingly important for organizations acting in a dynamic and competitive markets since PLM can improve decision-making and reduce costs by taking advantage of the efficiencies and effectiveness coming from improved market intelligence and collaboration of partners. In the last years academics as well as practitioners and consultants have developed a wide range of maturity models for the purpose of measuring and describing certain aspects of PLM "maturity". The PLM maturity models permit to assess the relative position of companies on their road to complete PLM implementation. However, it is a tough job for the company to select the most appropriate PLM maturity model, as each maturity model has different attributes. Since, to our knowledge, no benchmarking for PLM maturity models exists to date, the rising number of maturity models implicates problems with respect to retrievability and reusability. With the aim to enhance the time consuming and exhausting search and selection process of appropriate assessment models, a benchmarking framework for PLM maturity models is presented in this paper.

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An Exploratory Investigation of the Antecedents of the IT Project Management Capability

Cited by 28 publications

References 18 publications

Project, programme and portfolio maturity: a case study of Australian Federal Government

Project, programme and portfolio maturity: a case study of Australian Federal Government

The success of IS/IT projects in the healthcare sector: Stakeholders' perceptions

A benchmarking framework for product lifecycle management (PLM) maturity models

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