How to Increase the Value of the Project Management Maturity Model as a Business-Oriented Framework

Nenni, Maria Elena; Arnone, Vincenzo; Boccardelli, Paolo; Napolitano, Iolanda

doi:10.5772/58292

Cited by 17 publications

(18 citation statements)

References 19 publications

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“…Projects have been recognized as critical to the success of any project-oriented organization. However, they actually only partially contribute to the overall success of an organization [5]. As of today, construction enterprises are much more vulnerable to the harsh business climate and this trend is likely to continue in the near future [7].…”

Section: Introductionmentioning

confidence: 99%

Predictors for the Success and Survival of Entrepreneurs in the Construction Industry

Abd-Hamid

Azizan

Sorooshian

2015

International Journal of Engineering Business Management

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A review of entrepreneurship literature suggests that entrepreneurial activities are the most important drivers for economic growth and corporate success, regardless of size, age or industry. Nevertheless, so far, only a few studies, if any, have considered entrepreneurship as a success factor for construction enterprises, although the importance of the construction industry to the nation's economic growth is significant. This paper reports a conceptual framework for formulating the success and survival factors of entrepreneurs in the construction industry. It also integrates four major perspectives in entrepreneurship: entrepreneurial orientation, entrepreneurial organization, entrepreneurial competencies and entrepreneurial environment.

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Section: Introductionmentioning

confidence: 99%

Predictors for the Success and Survival of Entrepreneurs in the Construction Industry

Abd-Hamid

Azizan

Sorooshian

2015

International Journal of Engineering Business Management

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“…It has been stated by [3] Too & Weaver [2014] that actual PM encompasses a number of different objectives, in addition to an agreement between the project manager and user on how such objectives will be fulfilled. Furthermore, the point has been made by [24] Nenni et al…”

Section: A Project Scope Management Processesmentioning

confidence: 96%

The Role of user Involvement in the Success of Project Scope Management

Alkhaffaf¹

2018

ijacsa

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Greater emphasis is now being placed on User Involvement as a factor imperative to Success in Project Scope Management. Although Project Scope Management Processes have a tendency to centre on various factors pertaining to the collecting criteria, defining scope and verifying scope, controlling scope is viewed as being fundamental to the management process as a whole. Furthermore, Success in Project Scope Management in the modern-day competitive business setting is recognised as resting on efficient and effective processes applied across Project Scope Management. One essential factor in achieving success in this arena is that of User Involvement. In this regard, the point is presented that Project Scope Management and User Involvement may be implemented in such a way so as to enhance Successful Project Scope Management. A questionnaire-centred survey approach utilizing Project Scope Management Processes and User Involvement to Successful Project Scope Management, encompassing management-and strategy-level employees, totalling 295, was applied in order to establish the link, both indirect and direct, between particular elements influencing four different IT departments at the governmental level. The data gathered underwent analysis through the use of SPLS (Smart Partial Least Square). This work provides a valuable contribution for professionals in the field, both in terms of researchers and practitioners, and further highlights the different ways in which project managers can arrange and modify Project Scope Management Processes in pursuit of their efforts to enhance the mediation of Successful Project Scope Management through User Involvement.

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“…Given the empirical evidence confirming the existence of a strong relationship between the market success of enterprises and a mature business model (Lockamy and McCor mack, 2004;Nenni et al, 2014;Sehnem et al, 2019), the current article's research direc tion increases agility and flexibility to the attribute titer of its "maturity." This means that a mature business model is recognized, on the one hand, as a critical and decisive factor for the survival of a company and, on the other hand, as one that implies the possibility of development under complicated and uncertain operating conditions.…”

Section: Introductionmentioning

confidence: 92%

Agility Versus Flexibility? The Perception of Business Model Maturity in Agricultural Machinery Sector Manufacturing Companies

Nogalski¹,

Niewiadomski²,

Szpitter³

2020

CEMJ

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Purpose: The fundamental objective of this article is to discern whether business model maturity is perceived through the prism of the ability to deal with unexpected challenges, overcome unprecedented threats, and use emerging business opportunities (agility) or – perhaps – more as a feature of the organization, which makes a business model less vulnerable to unpredictable external changes or sets it in a better position to make it respond effectively to these changes (flexibility). Methodology: The reconnaissance of opinions requires the creation of a catalog of desiderata that significantly identify agility and flexibility. Theoretical and design layers will use a method of reconstruction and interpretation of the subject literature supported by a discussion within a group of deliberately selected experts. This will be reflected in a set of parameters, on the one hand, characteristic of the categories of agility and flexibility and, on the other hand, reflecting business model maturity. Findings: The conducted research allows us to state that mature business models – as implemented by the surveyed companies – are perceived rather through the prism of the strategic ability of enterprises to quickly adapt to unforeseen and sudden changes on the market (agility category). Originality: The article includes not only academic postulates of agility or flexibility but also practical tips that enable constructing guidelines for decision-makers and managers of the agricultural machinery sector. The study carries a charge of a theoretical and empirical study. It takes into account knowledge and expert experience.

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How to Increase the Value of the Project Management Maturity Model as a Business-Oriented Framework

Cited by 17 publications

References 19 publications

Predictors for the Success and Survival of Entrepreneurs in the Construction Industry

Predictors for the Success and Survival of Entrepreneurs in the Construction Industry

The Role of user Involvement in the Success of Project Scope Management

Agility Versus Flexibility? The Perception of Business Model Maturity in Agricultural Machinery Sector Manufacturing Companies

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