Towards a Better Modelling and Assessment of Project Management Maturity in Industry 4.0

Sanchez, Felipe; Monticolo, Davy; Bonjour, Éric; Micaëlli, Jean-Pierre

doi:10.1007/978-3-030-04209-7_21

Cited by 4 publications

(4 citation statements)

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“…Sanchez et al [22] examined how the transition from traditional PM to agile project could be improved and proposed a PM maturity model. Pace [23] examined the relationship between the management methodology of projects and project success. The article aims to determine whether there is a correlation between different management methodologies used in various projects and project success.…”

Section: Comparison Of Agile Methodology and Waterfall Modelmentioning

confidence: 99%

A Model Proposal for Scaling the Productivity Increase in Agile Project Management Methodology

Işık,

Çifci

2023

IJPTE

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Project management in the software industry is the process of successfully planning, managing, and completing software development projects. Software projects can often be complex, constantly changing, and full of uncertainties, so project management is of particular importance in the software industry. There are two basic approaches to the execution of software projects. In the waterfall model, the project stages are operated in the determined order and after each stage is completed, the next stage is passed, while in the agile approach, the project is divided into small and priority parts, and the work processes are repeated at regular intervals and improvements are made depending on the feedback received. Recently, there has been a trend towards managing software projects with agile methodologies, as it provides flexibility and adaptability. However, there is no quantitative evaluation of the benefits of agile structuring both in the literature and in the sector, and this benefit is expressed with verbal expressions referring to the formation of a dynamic culture. For this reason, the productivity increase brought by the agile project approach cannot be measured and the benefit it provides cannot be scaled. In this study, a model that takes linguistic uncertainty into account is proposed to quantitatively scale the productivity increase provided by agile project structuring. The proposed model has been applied in a business where enterprise resource planning solutions have been developed and the effect of the transition from waterfall model to agile methodology on the productivity of the project has been investigated. Within the framework of the procedure proposed by the model, expert evaluations were taken in line with the determined quantitative and qualitative criteria, these criteria were listed with the fuzzy SWARA method, and the productivity increase provided by agile methodology was calculated using this information. The findings also allowed us to get an idea of the point of scaling the increase in productivity across the industry.

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Section: Comparison Of Agile Methodology and Waterfall Modelmentioning

confidence: 99%

A Model Proposal for Scaling the Productivity Increase in Agile Project Management Methodology

Işık,

Çifci

2023

IJPTE

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“…Taking this into attention, San Cristóbal et al [4] claim that as projects have grown in complexity, the ways of managing them should be reconsidered. This evolution is studied by Sanchez et al [5], and these authors refer to some projects that streamlined the traditional PM, and transitioned to a new agile approach, namely agile project management (APM). This is studied by Špundak et al [11] and Highsmith et al [12], who point out that agility is the word that differentiates APM from traditional PM.…”

Section: Agile Project Managementmentioning

confidence: 99%

“…This brought attention to investment in human resources to manage tasks following previously defined concepts and organizational frameworks, through project management (PM) activities, even under rigid, stable, and inflexible capabilities [2,3]. The globalization and expanded markets increased the dynamism and complexity of projects, leading to the shift from traditional PM to agile project management (APM) [4,5]. The implementation of agile methodologies (AM) faced various barriers, and there is extensive literature regarding this matter in the information technology (IT) field, where APM emerged [6].…”

Section: Introductionmentioning

confidence: 99%

Identifying Barriers in the Implementation of Agile Methodologies in Automotive Industry

et al. 2022

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Projects have grown into more dynamic and complex endeavors, and agile project management should be considered as a way to deal with them. This is a novel study in this field, because the implementation of agile project management in the automotive industry was not explored so far, thus, this work intended to fill this gap, by identifying barriers in the implementation of agile methodologies in project management regarding the automotive industry. This was conducted through a questionnaire survey, which was developed and distributed to 148 manufacturing companies of components for the automotive industry, out of a total number of companies of 240, and 56 complete answers were obtained (23.33%). Statistical analyses were performed using a Kruskal–Wallis test, a Mann–Whitney test, and Spearmen’s correlation. A real picture of the implementation of agile project management in the Portuguese automotive industry is depicted through this work. ‘Organizational’, ‘Knowledge and Technology’, ‘Institutional’, and ‘Financial’ barriers are found to be the most important. However, in overcoming these barriers, companies can be more sustainable in economic, environmental, and social terms. Recommendations on how to overcome these barriers were presented, and a framework sequencing these recommendations was presented, leading to an effective implementation of agile methodologies. It starts with the willingness of the company, and all collaborators, to adopt the agile methodologies, looking for the agile values as an input in order to achieve a competitive advantage. It is followed by an initial investment, which intends to attain the deployment of an agile team, composed of highly skilled collaborators with a clear understanding of the agile objectives, who disseminate knowledge about agile methodologies to the other collaborators, increasing their ability to implement agile methodologies in project management. This team should work and develop frameworks and workflows, according to each company’s characteristics and environment. The studied aspects can be replicated in other countries, and allow a comparison of the situation between countries, trying to correlate the culture of each country with the ability to implement agile methodologies, among other aspects, such as economical level of the companies, type of production, and the commitment of the collaborators to improve processes and create competitive advantages with which to face competitors.

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“…The proliferation of PMMMs beginning in the 1990s (Grant & Pennypacker, 2006) triggered many academic studies of project maturity and PMMM assessment (e.g., Andersen and Jessen, 2003;Mullaly, 2006), PMMM organizational impacts (e.g., Ibbs & Kwak, 2000;Yazici, 2009), and project management maturity as a potential source of competitive advantage (Jugdev & Thomas, 2002). While early research provided insights into the development, assessment, industry differences and benefits of PMMMs (Albrecht & Spang, 2014), more recent literature has focused on the variations and shortcomings of PMMM (Brookes, Butler, Dey, & Clark, 2014;Mullaly, 2014) and the need for greater consideration of organizational and contextual factors (e.g., Aubry, 2015;Backlund, Chronéer, & Sundqvist, 2015;Görög, 2016;Mir & Pinnington, 2014;Sanchez, Micaelli, Bonjour, & Monticolo, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Management and Production Engineering Review

HAYES,

LU,

REZANIA

2022

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We investigate the effect on firm performance of the motivation for applying maturity models in manufacturing and information technology organizations. We expect the association between profitability and maturity models to be less if motivated by external contract requirements (e.g., for certain government contracts), than if motivated internally to improve processes. Using a sample of firm-year observations for 1,105 SEC registrants in the manufacturing (Standard Industry Classification (SIC): 3600∼3812) and IT industries (SIC: 7370∼7374) for 2017 and 2018, and CMMI information from the CMMI institute published appraisal results system, it is observed that 28 public firms (17 IT firm-years and 23 manufacturing firm-years) in the sample had CMMI appraisals between 2017 and 2018. We use logistic regression to test if the likelihood of CMMI appraisal is positively associated with government sales. The results support for the manufacturing industry, but not for the IT industry, prior research's assertion that maturity is a source for competitive advantage.

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Towards a Better Modelling and Assessment of Project Management Maturity in Industry 4.0

Cited by 4 publications

References 0 publications

A Model Proposal for Scaling the Productivity Increase in Agile Project Management Methodology

A Model Proposal for Scaling the Productivity Increase in Agile Project Management Methodology

Identifying Barriers in the Implementation of Agile Methodologies in Automotive Industry

Management and Production Engineering Review

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