Enhancing Organizational Project Management Maturity: a framework based on the value focused thinking model

Viana, Joana Coelho; Mota, Caroline Maria de Miranda

doi:10.1590/0103-6513.169913

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Articles • Prod. 26 (2) • Apr-Jun 2016 • https://doi.org/10.1590/0103-6513.169913 copy

Enhancing Organizational Project Management Maturity: a framework based on the value focused thinking model

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Although organizational project management maturity models have been well explored, they have been criticized as being ineffective as firms continue to face difficulties in improving their project management practices. Based on a literature review, an alternative methodology was developed, and the arguments for the proposal were analyzed. The analysis demonstrated the importance of integrating a decision making model to develop initiatives toward project management institutionalization appropriate to the organizational context and strategies. This paper proposes a method for the maturity process supported by a problem structuring model: Value-Focused Thinking. This method integrates a reflective analysis into the maturity evaluation process to provide more efficient action plans. The proposed approach provides a new perspective for assessing and planning organizational project management maturity in terms of concentrating on the alignment with organizational strategies. A case study is presented to illustrate its applicability.

Keywords
Decision making; Organizational project management; Maturity models; Problem structuring models

Questions		Score
Phase: Embryonic
1	My company recognizes the need for project management. This need is recognized at all levels of management, including senior management.	3
3	My company has recognized the benefits that are possible from implementing project management. These benefits have been recognized at all levels of management, including senior management.	2
14	Our executives have recognized or identified the applications of project management to various parts of our business.	1
17	My company has developed a project management curriculum (i.e., more than one or two courses) to enhance the project management skills of our employees.	2
	Total	8
Phase: Executive management acceptance
5	Our executives visibly support project management through executive presentations, correspondence, and by occasionally attending project team meetings/briefings.	3
10	The executives in my organization have a good understanding of the principles of project management.	3
13	Our executives both understand project sponsorship and serve as project sponsors on selected projects.	2
20	Our executives have demonstrated a willingness to change our way of doing business in order to mature in project management.	2
	Total	10
Phase: Line management acceptance
7	Our lower- and middle-level line managers totally and visibly support the project management process.	1
9	Our line managers are committed not only to project management, but also to the promises made to project managers for deliverables.	2
12	Our lower- and middle-level line managers have been trained and educated in project management.	0
19	Our lower- and middle-level line managers are willing to release their employees for project management training.	1
	Total	4
Phase: Growth
4	My company (or division) has a well-definable project management methodology using life cycle phases.	-3
6	My company is committed to quality up-front planning. We try to do the best we can at planning.	2
8	My company is doing everything possible to minimize “creeping” scope (i.e., scope changes) on our projects.	2
11	The executives in my organization have a good understanding of the principles of project management.	0
	Total	1
Phase: Maturity
2	My company has a system in place to manage both cost and schedule. The system requires charge numbers and cost account codes. The system reports variances from planned targets.	-3
15	My company has successfully integrated cost and schedule control for both managing projects and reporting status.	-1
16	My company has developed a project management curriculum (i.e., more than one or two courses) to enhance the project management skills of our employees.	0
18	My company views and treats project management as a profession rather than a part-time assignment.	-1
	Total	-5

Strategic Objectives
Increase the success rate of company´s projects, improving organizational project management maturity.
1.0	Increase functional managers’ qualifications
1.1	Support functional managers in the project management process
1.2	Competence of functional managers
1.3	Awareness of functional managers
2.0	Minimize planning deviations
2.1	Deviation in cost
2.2	Deviation in time
2.3	Deviation in scope
3.0	Increase project managers’ qualifications and skills
3.1	Professionalization of project management
3.2	Competence of project managers
3.3	Awareness of project managers
4.0	Maximize the alignment of project management practices and business strategies

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