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

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. KeywordsDecision making. Organizational project management. Maturity models. Problem structuring models.Enhancing Organizational Project ... focused thinking model. Production, 26(2), 313-329, abr./jun. 2016 314 Viana, J. C. et al.

The Decline of Project Management Maturity Models: A Review Paper

“…Nenni et al (2014) found that maturity models such as the OPM3 require more rigorous protocols for evaluating project management maturity. This finding was also supported by Viana and Mota (2016). They mentioned that organizations used the PMMM reactively; it has no rigorous protocols in the evaluation.…”

“…The outcomes derived from this paper indicated that the three most common issues hindered the PMMM. It was experiencing fewer publications becausethe PMMM was too-best-practices centred (Nenni et al, 2014), the PMMM was inflexible and too complex (Albrecht & Spang, 2014b;Görög, 2016), and the PMMM found as an inadequate assessment tool (Brookes & Clark, 2009;Viana & Mota, 2016).…”

“…Previous studies concluded that adopting best practices could ensure organizations achieve their intended maturity level (Nenni et al, 2014;Viana & Mota, 2016). PMMM model issued by PMI, the OPM3 said to be based on 600 best practices (Nenni et al, 2014).…”

“…To meet the highest level, models forced organizations to adopt best practices that were more than what organizations needed to do. Viana and Mota (2016) noted that these models were processoriented and bureaucratic; they ignored organizational contexts. Best practices-oriented models, such as the OPM3 (Gareeb & Rwelamila, 2021), are used by trained practitioners or external consultants when assessing organizational project management maturity.…”

The Concept of Sustainable Manufacturing Maturity System (SMMS)

“…With CMMI's detailed coverage of systems, supplier management, OPMMF wide coverage of projects and software engineering, portfolio and program management, two frameworks provide wealth of knowledge. J. Viana and C. Mota in [13] argue that every framework comes with evaluation methods that provide various perspectives to reveal potentials and identify needs. CMMI gives a system engineering, supplier management best practices perspective, where OPMMF provides the perspective, which designates best practices of organizations, which attin their strategic aims through successful developments.…”