PMMM Kerzner Questionnaire Validation for Project Management Maturity Level Assessment: One of the Largest Indonesia's State-Owned Banks

Hutabarat, Novalina; Raharjo, Teguh; Hardian, Bob; Suhanto, Agus; Wahbi, Andi

doi:10.1109/icacsis53237.2021.9631325

Cited by 3 publications

(8 citation statements)

References 11 publications

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“…Kerzner PMMM, devised by Harold Kerzner, is a model aimed at advancing organisational project management performance by cultivating greater maturity in adopting effective project management practices [1], [18].…”

Section: Kerzner Project Management Maturity Model (Kerzner Pmmm)mentioning

confidence: 99%

“…Kerzner PMMM facilitates evaluating project management performance and identifying strengths and weaknesses within project management processes, employing PMBOK-compliant groupings [1]. Organisations can utilise this model to devise action plans to elevate overall project management performance [17].…”

Section: Kerzner Project Management Maturity Model (Kerzner Pmmm)mentioning

confidence: 99%

“…Various factors contribute to the success of businesses, including the effective implementation of project management practices that encompass specific competencies and methods to meet project expectations and requirements [1], [2]. Efficient project management holds a positive impact on both private and government organisations, particularly in the field of information systems (IS) development [3], [4].…”

Section: A Introductionmentioning

confidence: 99%

“…Previous studies in project management have employed various frameworks to assess maturity levels, such as OPM3, PMMM Kerzner, agile maturity model, scrum maturity model, and CMMI [1], [16]- [22]. PMMM Kerzner, renowned for its effectiveness and alignment with PMBOK standards, remains widely adopted [17], [18].…”

Section: A Introductionmentioning

confidence: 99%

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Enhancing IT Hybrid Projects in The Directorate General Of Customs And Excise of Indonesia: An Improvement Process

Nugraha,

Raharjo,

Wibowo

et al. 2024

ijcs

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The Directorate General of Customs and Excise (DJBC) confronts mounting challenges due to the expanding international trade. To address this issue, an optimal software solution is required for efficient service provision and supervision of transactions. However, the completion of IS projects faces significant delays, with only 25% reaching completion despite the immediate need for a reliable system. These delays stem from various problems encountered during project execution. This research employs the Kerzner Project Management Maturity Model to assess the IS project management maturity level at DJBC and categorise the identified problems. Subsequently, solutions extracted from PMBOK 7 are mapped to address these issues. Findings indicate an average maturity score of 390, falling short of the target of 600 required for level 1 maturity. Additionally, 13 problems have been identified and linked to solutions within the seven standards/domains of PMBOK 7. The research presents two strategic goals: improving project management processes and enhancing client satisfaction, assessed using seven measurement indicators. This study offers valuable insights for DJBC to address project management challenges, enhance maturity levels, and achieve desired outcomes.

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Section: Kerzner Project Management Maturity Model (Kerzner Pmmm)mentioning

confidence: 99%

Section: Kerzner Project Management Maturity Model (Kerzner Pmmm)mentioning

confidence: 99%

Section: A Introductionmentioning

confidence: 99%

Section: A Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Enhancing IT Hybrid Projects in The Directorate General Of Customs And Excise of Indonesia: An Improvement Process

Nugraha,

Raharjo,

Wibowo

et al. 2024

ijcs

View full text Add to dashboard Cite

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“…According to Hutabarat et al [25], a maturity model in a project management is a continuous process to recognize, evaluate, apply, and reassess the opportunities to improve constantly in project implementation. It is one of the organization success factors which has many types of projects, programs, and portfolios.…”

Section: Scrum Maturity Modelmentioning

confidence: 99%

Comparing Scrum Maturity of Digital and Business Process Reengineering Groups: A Case Study at an Indonesia’s State-Owned Bank

Patara,

Raharjo

2023

IJACSA

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Bank XYZ, an Indonesia's state-owned bank, has been conducting business and digital transformation throughout its organization. Based on a recent McKinsey survey, less than 30% of organizations succeed in transformation. Fast changing business requirements and various technology-based initiatives enforce the organization to employ an Agile methodology and Scrum, to cope with the situation. Group Grp-DGT and Grp-BPR are two groups in Bank XYZ that manage their projects using Scrum. Grp-DGT develops digital projects, whereas Grp-BPR develops Business Process Reengineering (BPR) projects. Scrum maturity in both groups needs to be appraised to promote sustainability in the long run. Comparing Scrum maturity between digital and BPR projects has not been done in the previous works, especially in a state-owned bank in Indonesia. This research will help the organization through the research output which are Scrum maturity level at both groups and proposed recommendations to improve Scrum practices. The other organizations can benefit from the recommendations as well. Scrum maturity model (SMM) is used to appraise the practices, while Agile Maturity (AMM) is used to calculate the maturity rating. From this research, it is found that Grp-DGT has reached maturity level 5 (optimizing), whereas Grp-BPR is still at level 1 (initial). Based on assessment results and Scrum guides, the recommendations are then drafted. There are 15 recommendations proposed to Grp-BPR to reach level 2 and onwards.

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Analysis of 105 IT Project Risks

Nikolaenko

Sidorov

2023

JRFM

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The article is aimed at increasing the probability of successful IT project completion by identifying the sources of 105 universal risks as well as establishing cause-and-effect relationships between these risks. The article presents the results of an analysis of 105 risks relevant to IT projects; five of them are commercial risks, 45 are compliance risks and 55 are project risks. Risk analysis was carried out using the 5Why, SWIFT and Harrington coefficients. Based on the results of the analysis, the root causes initiating the onset of risks were identified, such as the user, customer, project manager, project team, subcontractor and competitor. Moreover, it was found that the share of the users in the total number of risk sources is 2%, 15% for the customer, 43% for the project manager, 36% for the project team, 2% for the subcontractor and 2% for the competitor. The article also shows models of cause-and-effect relationships of compliance and project risks, presents the results of assessing the risks occurrence probability and their possible impact in cases of materialization, and establishes the most likely and dangerous scenarios in IT projects. The results obtained allowed the development of a criterion to assess the management maturity of a contractor (executor, supplier) planning to develop an computer program as part of an IT project.

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PMMM Kerzner Questionnaire Validation for Project Management Maturity Level Assessment: One of the Largest Indonesia's State-Owned Banks

Cited by 3 publications

References 11 publications

Enhancing IT Hybrid Projects in The Directorate General Of Customs And Excise of Indonesia: An Improvement Process

Enhancing IT Hybrid Projects in The Directorate General Of Customs And Excise of Indonesia: An Improvement Process

Comparing Scrum Maturity of Digital and Business Process Reengineering Groups: A Case Study at an Indonesia’s State-Owned Bank

Analysis of 105 IT Project Risks

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