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Extending the concept and modularization of project management maturity with adaptable, human and customer factors

Extending the concept and modularization of project management maturity with adaptable, human and... Purpose – The conceptual and modularization of project management maturity models is based on the principle of process control. This research was designed to challenge these boundaries to reveal non‐process factors. The paper aims to discuss these issues. Design/methodology/approach – A multimethod research design was used with a “qual⇒Qual” sequence. This is a development in MM design theory, with its reliance on an initial qualitative stage that, despite being first, is insufficient to collecting sufficient data to answer the research question. A second stage, involving a more dominant qualitative, is necessary. Findings – Multiple non‐process factors are attributed to a mature project management capability responsible for undefined projects. They include “human factors” such as trust, attitude, motivation and attitude, along with increased customer involvement and a more adaptable organizational environment. Research limitations/implications – The challenge put forward in this research was for project management maturity theorists to recognize the possibility of finding maturity in a project management capability responsible for undefined projects. This challenge has been met. The focus can now turn to other environments where other project types (undefined or not) are also being managed using processes (and/or practices) that are not necessarily definable, repeatable, predictable and unique to that setting. Originality/value – An adaptable model has been created that contains multiple factors that can be used in their current relationships or changed to accommodate multiple project and project management scenarios. Further work will create weights for each factor that will further specify the relative value of each, thereby enhancing the adaptable nature of the model. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Managing Projects in Business Emerald Publishing

Extending the concept and modularization of project management maturity with adaptable, human and customer factors

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1753-8378
DOI
10.1108/IJMPB-01-2014-0006
Publisher site
See Article on Publisher Site

Abstract

Purpose – The conceptual and modularization of project management maturity models is based on the principle of process control. This research was designed to challenge these boundaries to reveal non‐process factors. The paper aims to discuss these issues. Design/methodology/approach – A multimethod research design was used with a “qual⇒Qual” sequence. This is a development in MM design theory, with its reliance on an initial qualitative stage that, despite being first, is insufficient to collecting sufficient data to answer the research question. A second stage, involving a more dominant qualitative, is necessary. Findings – Multiple non‐process factors are attributed to a mature project management capability responsible for undefined projects. They include “human factors” such as trust, attitude, motivation and attitude, along with increased customer involvement and a more adaptable organizational environment. Research limitations/implications – The challenge put forward in this research was for project management maturity theorists to recognize the possibility of finding maturity in a project management capability responsible for undefined projects. This challenge has been met. The focus can now turn to other environments where other project types (undefined or not) are also being managed using processes (and/or practices) that are not necessarily definable, repeatable, predictable and unique to that setting. Originality/value – An adaptable model has been created that contains multiple factors that can be used in their current relationships or changed to accommodate multiple project and project management scenarios. Further work will create weights for each factor that will further specify the relative value of each, thereby enhancing the adaptable nature of the model.

Journal

International Journal of Managing Projects in BusinessEmerald Publishing

Published: Apr 1, 2014

Keywords: Canada; e‐Learning; Universities; Human factors; Project management maturity; Maturity models

References