nach oben

Erschienen in:

2021 | OriginalPaper | Buchkapitel

5. Rethinking Maturity Models: From Project Management to Project-Based

verfasst von : Víctor Hermano

Erschienen in: Project Management and Engineering Research

Verlag: Springer International Publishing

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

Project management maturity models are increasingly being considered important building blocks in modern organizations. The majority of these maturity models have their roots in the discipline of total quality management and claim that better processes lead to better outcomes. Thus, academics, consultants and project management institutions have played an important role in the development of maturity models and today’s offer exceeds the number of 30 different maturity models. However, there is no empirical study supporting the link between higher level of maturity and improved project and/or organizational performance. This paper presents an original maturity model that abandons the process perspective and focus on the development of capabilities and project-based learning. Specifically, we state that project-based maturity instead of project management maturity is the dimension directly linked with an improved organizational performance; hence, we propose a project-based maturity model.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Technik"

Online-Abonnement

Mit Springer Professional "Technik" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 390 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Maschinenbau + Werkstoffe

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Vorheriges Kapitel Study of an Innovation Indicator Applied to Future Projects Monitoring Using the Earned Value Technique

Nächstes Kapitel Classification of Software in the BIM Process According to the PMBoK Knowledge Areas and Levels of Development (LOD)

Irja H (2006) Project management effectiveness in project-oriented business organizations. Int J Project Manag 24(3):216–225. Available at: http://www.sciencedirect.com/science/article/pii/S0263786305000955

Mullaly M (2014) If maturity is the answer, then exactly what was the question? null. Int J Managing Projects Bus 7(2):169–185. Available at: http://dx.doi.org/10.1108/IJMPB-09-2013-0047

Jugdev K, Thomas J (2002) Project management maturity models: the silver bullets of competitive advantage. Project Manag J 33(4):4–14CrossRef

Lee LS, Anderson RM (2006) An exploratory investigation of the antecedents of the IT project management capability. e-Serv J 5(1):27–42

Grant KP, Pennypacker JS (2006) Project management maturity: An assessment of project management capabilities among and between selected industries. IEEE Trans Eng Manag 53(1):59–68CrossRef

Group S (2009) No title. The CHAOS report

Lovallo D, Kahneman D (2003) Delusions of success. Harvard Bus Rev 81(7):56–63

Pasian B (2014) Extending the concept and modularization of project management maturity with adaptable, human and customer factorsnull. Int J Managing Projects Bus 7(2):186–214. Available at: http://dx.doi.org/10.1108/IJMPB-01-2014-0006

Engwall M (2003) No project is an island: linking projects to history and context. Res Policy 32(5):789–808. Available at: http://www.sciencedirect.com/science/article/pii/S0048733302000884

10.

Deming WE (1993) The new economics. Massachusetts institute of technology. Center for advanced engineering study, Cambridge, MA, p 240p

11.

Brookes N et al (2014) The use of maturity models in improving project management performance: An empirical investigation. Int J Managing Projects Bus 7(2):231–246. Available at: http://dx.doi.org/10.1108/IJMPB-03-2013-0007

12.

Andersen ES, Jessen SA (2003) Project maturity in organisations. In: Selected papers from the fifth Biennial conference of the international research network for organizing by projects. Held in Renesse, Seeland, The Netherlands, 21(6):457–461. Available at: http://www.sciencedirect.com/science/article/pii/S0263786302000881

13.

Jan CA, Spang K (2014) Linking the benefits of project management maturity to project complexity: Insights from a multiple case study. Int J Manag Projects Business 7(2):285–301. https://doi.org/10.1108/IJMPB-08-2013-0040

14.

McBride T, Henderson-Sellers B, Zowghi D (2004) Project management capability levels: an empirical study. In: Software engineering conference, 2004. 11th Asia-Pacific. IEEE, pp 56–63

15.

Jan CA, Spang K (2014) Linking the benefits of project management maturity to project complexity: Insights from a multiple case study. Int J Managing Projects Bus 7(2):285–301. Available at: http://dx.doi.org/10.1108/IJMPB-08-2013-0040

16.

Van Looy A, De Backer M, Poels G (2011) Defining business process maturity. A journey towards excellence. Total Qual Manag Bus Excellence 22(11):1119–1137

17.

Dybå T, Dingsøyr T (2008) Empirical studies of agile software development: a systematic review. Inf Softw Technol 50(9):833–859CrossRef

18.

Hermano V, Martin-Cruz N (2019) Expanding the knowledge on project maangement standards: A look into the PMBOK with dynamic lenses. In: Ayuso JL, Yagüe JL, Capuz-Rizo S (eds) Project management and engineering research. Springer International Publishing, pp. 19–34. https://doi.org/10.1007/978-3-319-92273-7

19.

Styhre A et al (2010) Garbage-can decision making and the accommodation of uncertainty in new drug development work. Creativity Innovation Manag 19(2):134–146. Available at: http://dx.doi.org/10.1111/j.1467-8691.2010.00551.x

20.

Douma S, Schreuder H (2008) Economic approaches to organizations. Pearson Education, NJ

21.

Amit R, Schoemaker PJH (1993) Strategic assets and organizational rent. Strateg Manag J 14(1):33–46CrossRef

22.

Hermano V, Martín-Cruz N (2016) The role of topmanagement involvement in firms performing projects: a dynamic capabilities approach. J Bus Res 69:3447–3458CrossRef

23.

Hermano V, Martín-Cruz N (forthcomming) The project‐based firm: a theoretical framework for dynamic capabilities building. Sustainability

24.

Teece DJ (2009) Dynamic capabilities and strategic management: organizing for innovation and growth. Oxford University Press, USA

25.

Boonstra A (2013) How do top managers support strategic information system projects and why do they sometimes withhold this support? Int J Project Manag 31(4):498–512. Available at: http://www.sciencedirect.com/science/article/pii/S0263786312001275

26.

Kissi J, Dainty A, Tuuli M (2013) Examining the role of transformational leadership of portfolio managers in project performance. Int J Project Manag 31(4):485–497. Available at: http://www.sciencedirect.com/science/article/pii/S026378631200110X

27.

Teece DJ (2007) Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strateg Manag J 28(13):1319–1350. Available at: http://dx.doi.org/10.1002/smj.640

28.

Teece DJ, Pisano G, Shuen A (1997) Dynamic capabilities and strategic management. Strateg Manag J 18(7):509–533. Available at: http://dx.doi.org/10.1002/(SICI)1097-0266(199708)18:7%3C509::AID-SMJ882%3E3.0.CO

29.

Miterev M, Mancini M, Turner R (2017) Towards a design for the project-based organization. Int J Project Manag 35(3):479–491. Available at: http://www.sciencedirect.com/science/article/pii/S0263786316304847. Accessed 21 Apr 2017

30.

Hobday M (2000) The project-based organisation: an ideal form for managing complex products and systems? Res Policy 29(7–8):871–893. Available at: http://www.sciencedirect.com/science/article/pii/S0048733300001104

31.

Canonico P, Söderlund, J (2010) Getting control of multi-project organizations: combining contingent control mechanisms. Int J Project Manag 28(8):796–806. Available at: http://www.sciencedirect.com/science/article/pii/S0263786310000876. Accessed 21 Apr 2017

32.

Gareis RM, Huemann M (2000) Project management competences in the project-oriented organization, Published in: Turner JR, Simister SJ (eds) The gower handbook of project management, Gower, Aldershot, pp 709–721

Titel: Rethinking Maturity Models: From Project Management to Project-Based
verfasst von: Víctor Hermano
Verlag: Springer International Publishing
Buch: Project Management and Engineering Research
Print ISBN: 978-3-030-54409-6

Electronic ISBN: 978-3-030-54410-2

Copyright-Jahr: 2021
DOI: https://doi.org/10.1007/978-3-030-54410-2_5

Premium Partner

Marktübersichten

Die im Laufe eines Jahres in der „adhäsion“ veröffentlichten Marktübersichten helfen Anwendern verschiedenster Branchen, sich einen gezielten Überblick über Lieferantenangebote zu verschaffen.

Zur Marktübersicht

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Technik"

Springer Professional "Wirtschaft"

Premium Partner

Marktübersichten