Understanding the requirements for project management maturity models: Awareness of the ICT industry in Malaysia

Jamaluddin, Robiatul Adawiah; Chin, Christina; Lee, C.W.

doi:10.1109/ieem.2010.5674174

Cited by 9 publications

(6 citation statements)

References 8 publications

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“…In general, process-orientation (ᴓ 4.19, SD=0.90, n=62), quick application (ᴓ 4.11, SD=0.83, n=62), simplicity of adoption (ᴓ 4.10, SD=0.92, n=62), customizability (ᴓ 4.06, SD=0.89, n=62), and providing a structured improvement plan (ᴓ 4.05, SD=0.86, n=62) are the five most important MM requirements (see Table 5). These results correspond to the findings of Jamaluddin et al [19].…”

Section: Resultssupporting

confidence: 93%

“…For instance, Pöppelbuß and Röglinger [31] noted that the purposes of MMs can be descriptive, prescriptive and/or comparative, which was queried in the context of Q11. Furthermore, Jamaluddin et al [19] served as the basis for the answer options of Q12 and Q13, which were supplemented by the inclusion of the most frequent criticisms of MMs ([4], [2], [27]). The questionnaire was provided in English and German to allow for international participants.…”

Section: Methodology Of the Empirical Studymentioning

confidence: 99%

“…To the authors' best knowledge, the publication that is most similar to this one originated from Jamaluddin et al [19]. They carried out an online survey with a total of 43 responses to investigate the level of project management MM awareness, its extent of adoption and the necessary prerequisite requirements for the use of MMs in the information and communication technology industry in Malaysia.…”

Section: Rq1: Which I40 Mms (Scientific Models and Models Of Managemmentioning

confidence: 99%

See 2 more Smart Citations

Maturity Models in the Age of Industry 4.0 – Do the Available Models Correspond to the Needs of Business Practice?

Felch¹,

Asdecker²,

Sucky³

2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Maturity models (MMs) enable users to identify the need for change and to derive the necessary measures to accompany the change process. Existing literature reviews indicate that the number of available models has increased sharply in recent years. At the same time, it is found that the number of model applications does not keep up with the pace of development. Against the background of the current digitization trend, this article empirically investigates which models are actually used in business practice. We find that the degree of application is very low. Moreover, we also examine user-related model requirements, reasons for employing MMs, and the purpose of using MMs, which can support the user-centered development of future MMs.

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Section: Resultssupporting

confidence: 93%

Section: Methodology Of the Empirical Studymentioning

confidence: 99%

Section: Rq1: Which I40 Mms (Scientific Models and Models Of Managemmentioning

confidence: 99%

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Maturity Models in the Age of Industry 4.0 – Do the Available Models Correspond to the Needs of Business Practice?

Felch¹,

Asdecker²,

Sucky³

2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…In addition, (Jamaluddin, Chin, & Lee, 2010)the greater it enhances project performance. However it is vital to first understand the requirements of such a maturity model in the context of the target industry or sector.…”

Section: Ad-ministermentioning

confidence: 99%

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

2016

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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.

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“…However, the majority of the problems associated with the cultural gap can be alleviated by good project management (PM) [3].PM has become an essential element of increased value to organizations in general [4,5]. Regardless of the industry, the organizations continuously strive to improve their systems and business processes, to preserve a competitive advantage [6]. The success in PM encompass not only the adoption of best practices but also its institutionalization, i.e.…”

mentioning

confidence: 99%

A Conceptual Social Media Tool for Supporting Collaborative University-Industry R&D Programs

Fernandes

Pessôa

Martins

et al. 2018

2018 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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This paper aims to help professionals and academics involved in collaborative university-industry R&D programs and projects, by presenting a conceptual social media tool that can be used to improve communication and collaboration between internal stakeholders. The social media tool conceptualization was developed based on a case study research strategy. The case selected was a large publicly funded R&D collaborative program that covers 30 R&D projects carried out by a university and an industry partner. During the case study analysis three research methods were applied: participant observation, document analysis, and focus groups. The social media tool is conceptualized in seven functional building blocks: identity, relationships, sharing, presence conversations, reputation and groups. For each building block, its main objectives and requirements are detailed, within this particular context of collaborative university-industry R&D programs and projects. Keywords-Program and project management; social media tools; communication; university-industry R&R collaboration I. INTRODUCTIONCollaborative university-industry Research and Development (R&D) projects are increasing and their importance to innovation and national economies growth is gaining more and more recognition [1]. In fact, there are several benefits resultant from these collaborations [2]. Literature research concerning university-industry collaboration has concentrated primarily on the existence and effects of the socalled cultural gap. However, the majority of the problems associated with the cultural gap can be alleviated by good project management (PM) [3].PM has become an essential element of increased value to organizations in general [4,5]. Regardless of the industry, the organizations continuously strive to improve their systems and business processes, to preserve a competitive advantage [6]. The success in PM encompass not only the adoption of best practices but also its institutionalization, i.e. it is only the routine use of the PM practices and the strong contextualization (customization) and integration with other contextualized management practices in the organization, and the sense of 'ownership' facilitated by the staff involvement at all levels, that result in PM practices embeddedness in the organization [7].Communication practices in PM context are essential for projects success, as it is recognized in the main PM bodies of knowledge [8][9][10]. There are different dimensions in PM where communication is used as a strategic tool, especially regarding its implications in human interaction, knowledge exchange, team work, and creativity enhancement or innovation development [11]. In fact, human action is always supported by communication and its process is permanently outlined by the social and cultural conditions of the organization where it occurs [12].In projects, several stakeholders need information from different sources to perform their work, which implies the organization and sharing of project information. Projects with higher com...

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Understanding the requirements for project management maturity models: Awareness of the ICT industry in Malaysia

Cited by 9 publications

References 8 publications

Maturity Models in the Age of Industry 4.0 – Do the Available Models Correspond to the Needs of Business Practice?

Maturity Models in the Age of Industry 4.0 – Do the Available Models Correspond to the Needs of Business Practice?

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

A Conceptual Social Media Tool for Supporting Collaborative University-Industry R&D Programs

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