Organizational Aspects and Practices for Enhancing Organizational Project Management Maturity

Abstract

An organization’s performance in a project is determined by its ability to implement project management knowledge and practices. This ability reflects the organization’s level of project management maturity (PMM). PMM is premised on the belief that the higher the PMM level, the higher the ability to successfully deliver a project. With this in mind, the current paper aims to determine the type of organizational aspects and practices that could influence the success of PMM implementation in organizations. For this purpose, a systematic literature review (SLR) was performed on 23 articles published between 2011 and 2021 that studied PMM. The findings showed that most articles stressed organizational culture and integration with strategic organizational initiatives. Among all the studied industries, the information technology industry stood out. Content analysis was used for analyzing data, which were thematized using ATLAS.ti. Ten sub-themes emerged, with six sub-themes under organizational aspects and four sub-themes under organizational practices. These sub-themes, which were intertwined with the implementation and growth of PMM in organizations, positively impact project delivery performance. Based on this, several future research opportunities were proposed.

Developing a Reference Framework for Claim Management Office: A Multi-Method Approach of an International Construction Firm

“…Accordingly, the organisational offices of PBOs can be developed by focusing on the approach level of the OPM context. This point concurs with Karim et al [20], who confirmed organisational aspects and practices for improving OPM maturity.…”

“…Moreover, if the results are compared with other studies and the difference is described, some of the parts in Figure 5 remain true to previous studies concluded: (1) closeout claims [26]; (2) improvement of organisational ambidexterity [31][32][33]72,73]; (3) dispute settlement [23,77,79,81]; (4) claim phases and timeline [9,61,62]; (5) CMO maturity level [21]; (6) claim performance indicators [22,58]. However, as previous scholars have reported on OPM-related decisions [17,19,20], past research has not figured out how all of these behavioural-based concepts can be integrated into the design structure of CMO in firms' organisations. Notably, the X-inefficiency and ambidexterity theories-based framework contributes to addressing the ambiguous intra-firm related phenomenon due to organisation intra-firm irrational decisions when managing the disputed claims.…”

“…That is, previous research focused on how to design a maturity model to effectively claim management process [21], ignoring the CMO functions-particularly considering its specific performance indicators [22,58]. This study extends the CMO literature by exploring the reference framework, which has not yet been investigated in an OPM context [19,20]. Hence, this study tailors theories, strategies and lessons learned to understand how the claims performance of firms can be improved.…”

Enhancing IT Hybrid Projects in The Directorate General Of Customs And Excise of Indonesia: An Improvement Process

“…Organisations can utilise this model to devise action plans to elevate overall project management performance [17]. Rooted in various success factors, such as top-level management commitment, the role of project managers, and the selection processes for project managers [34], the Kerzner PMMM model stands out for its compatibility with specific case study conditions and its inherent advantages, thereby making it a fitting choice for assessing project management maturity levels in this research.…”

Evaluation of Total Quality Management in Turkish Pharmaceutical Companies: A Case Study

“…Today's fiercely competitive business market, stringent global environmental protection regulations, and increasing customer focus on product quality and characteristics force companies to follow established, effective strategies regarding total quality management (TQM) and knowledge management (KM) [1][2][3][4]. Business reform requires better comprehension of business culture and efficient human resource management by adopting new concepts to create the short-, middle-, or long-term benefits to business performance.…”