Project Management Maturity Models for Construction Firms

Machado, Filipe; Duarte, Nelson; Amaral, António; Barros, Teresa

doi:10.3390/jrfm14120571

Cited by 8 publications

(4 citation statements)

References 25 publications

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“…In addition to the promotion of efficiency, OPM3 facilitates the identification of project scope and risk analysis processes (Guangshe et al, 2008). OPM3 allows project managers to assess organizational capabilities and determine suitable ways of bridging the existing efficiency gaps (Machado et al, 2021). It has five key levels that include the initial, structured, Organizational Standards and Institutional Processes, managed process as well as the optimized process respectively (Desai & Corporate, 2007).…”

Section: Introductionmentioning

confidence: 99%

Role of Organization Project Management Maturity Model (OPM3) in leveraging Program and Project Management Practices

El Khatib,

Yaish,

Alblooshi

2024

Int. J. TOP

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Successful projects require appropriate tools and effective management practices. Managers need to have a clear insight into project goals and use outstanding skills to implement them accordingly. They also must maintain a balance between customer satisfaction levels and profit maximization goals. The Organizational Project Management Maturity Model (OPM3) is among the critical tools for generating standardized outcomes in organizational projects. This study analysed the overall features of OPM3, its purposes, components, SWOT analysis and its key success factors. The researchers conducted an investigation among organizations that use the model in the UAE. They administered written questionnaires among the participants and analysed both the qualitative and qualitative data using tables and charts. Based on the findings, the main purpose of the model is to incorporate critical portfolio management and programs into organizational projects. The tool allows project managers to standardize measure and control the outcomes effectively. The major success factor is the generation of optimized outcomes since the OPM3 model allows for the continuous identification of gaps and improvement of processes. The major challenges associated with OPM3 implementation was rigidity and lack of clear governance structures in most organizations. The researchers conclude that written policies and procedures in addition to excellent management skills can maximize the benefits of OPM3 models among the UAE organizations.

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Section: Introductionmentioning

confidence: 99%

Role of Organization Project Management Maturity Model (OPM3) in leveraging Program and Project Management Practices

El Khatib,

Yaish,

Alblooshi

2024

Int. J. TOP

View full text Add to dashboard Cite

show abstract

“…As they are critical tools for practitioners since they enable individuals to focus on organizational capabilities rather than individual projects or the capabilities of project manager. Moreover, they can assess their capabilities contrary to their best practices, determine their areas for improvement and plan to continuously enhance their organizational project management performance (Machado et al, 2021). According to the Project Management Institute (PMI)'s definition of Organizational Project Management Maturity Model (OPM3), it is when organizations practice systematic management on their projects, programs and portfolios in alignment with their strategic goals, in addition to the applications of knowledge, skills, tools and techniques in the organization and project activities in order to accomplish organizational desired aims through their projects (Jaleel & Azhar K. Mansur, 2013).…”

Section: Introductionmentioning

confidence: 99%

Organization Project Management Maturity (OPM3) Implementation, Critical Success Factors and Challenges

El Khatib,

Yaish,

Al Ali

2024

Int. J. TOP

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1. Abstract Successful projects require appropriate tools and effective management practices. Managers need to have a clear insight into project goals and use outstanding skills to implement them accordingly. They also must maintain a balance between customer satisfaction levels and profit maximization goals. The Organizational Project Management Maturity Model (OPM3) is among the critical tools for generating standardized outcomes in organizational projects. This paper portrays research of OPM3 implementation among organizations in the UAE and spotlights the critical impact of OPM3 on organizations. The research shows that an effective adaption of OPM3 components and levels will impact the overall performance of the organization. The research is based on both primary data collected from existing surveys and secondary data that is gathered through various sources such as journal articles and research papers to illustrate the organizations using the OPM model, that is constructed to fulfil the future needs of the organizations and endorse modification if needed. The conclusion that was derived from the pieces of evidence illustrates that written policies and procedures in addition to excellent management skills can maximize the benefits of OPM3 models among the UAE organizations.

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“…The significance of a maturity model in the construction industry lies in its capacity to enable organizations to achieve their desired strategic position by consistently enhancing their desired outputs in a predictable, controllable, and reliable manner (Machado et al, 2021). Maturity models (MMs) provide a roadmap for organizations to achieve best practices and reach the desirable state (Lacerda & von Wangenheim, 2018).…”

Section: Introductionmentioning

confidence: 99%

Developing a definition for lean construction maturity models through a PRISMA systematic literature review

Jayanetti,

Perera,

Waidyasekara

2023

FARU J.

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The construction industry faces challenges in achieving efficiency, which has led to the adoption of Lean Construction principles. Defining a Lean Maturity Model specific to the construction context is essential for effectively implementing Lean principles. Prevailing evidence presents a significant gap in the existing literature regarding a consolidated and practically oriented definition of a Lean Construction Maturity Model (LCMM). While various frameworks have been proposed, there is a lack of consensus and a need for a unified understanding of Lean construction maturity. Thus, the paper is aimed at developing a definition for LCMMs through a systematic literature review using the PRISMA technique. The findings were analysed using the thematic analysis method. As per findings, a new definition was developed identifying nine key themes and corresponding sub-themes.As a theoretical contribution, this paper fills the existing literature gap by providing a precise and comprehensive definition. From an industry perspective, this makes a significant practical contribution to construction practitioners and policymakers by enabling organizations to assess their lean maturity level, identify areas for improvement, and strategically plan their lean transformation journey. The paper contributes to societal advancements by promoting efficiency, productivity, and sustainability in the construction industry through improving lean construction practices.

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Project Management Maturity Models for Construction Firms

Cited by 8 publications

References 25 publications

Role of Organization Project Management Maturity Model (OPM3) in leveraging Program and Project Management Practices

Role of Organization Project Management Maturity Model (OPM3) in leveraging Program and Project Management Practices

Organization Project Management Maturity (OPM3) Implementation, Critical Success Factors and Challenges

Developing a definition for lean construction maturity models through a PRISMA systematic literature review

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