A maturity model for assessing sustainable project management knowledge areas: A case study within a logistics firm

Year 2021, , 536 - 555, 15.12.2021

Elifcan Göçmen

https://doi.org/10.28979/jarnas.958605

Cited By: 1

Abstract

Currently, the use of maturity models is widespread for evaluating the success of project management (PM) processes. Project management maturity models (PMMM) are valuable methodologies to improve the project management processes. In this context, this present paper seeks an answer to these questions: Which maturity levels are aimed for an organization to make the sustainable PM sound? Which propositions are made based on the obtained maturity levels? This paper aims to propose a PMMM by analysing PM knowledge areas. In response to this objective, nine dimensions and twenty seven maturity items are handled using of PM Solutions’ PMMM. In order to evaluate the maturity levels, Weighted Maturity Score Calculation Model (WMSC) approach based on survey questionnaires of two experts is used first for the PM knowledge areas. Weighted average score of all maturity items is obtained using Likert-scale and criteria weights are first calculated using Hesitant Fuzzy Analytical Hierarchy Process (HF-AHP). Practicality of these approaches is illustrated through a real data in a logistics organization. As a result, computational results indicate that risk management dimension with the level 1,4 has the lowest rating of all nine dimensions. The high maturity level 3,5 is observed in the quality management, as the maturity items in this dimension such as Quality Plan Preparation and Quality Plan Employment can have a favourable impact on the PM maturity. The findings reveal the effectiveness of the proposed method, which ensures practical and theoretical insights for organizations to determine their current and expected sustainable project maturity levels.

Keywords

HF-AHP, maturity level, PM maturity model, project management, sustainability

References

• Anantatmula, V. S., & Rad, P. F. (2018). Role of organizational project management maturity factors on project success. Engineering Management Journal, 30(3), 165-178.
• Backlund, F., Chronéer, D., & Sundqvist, E. (2014). Project management maturity models–A critical review: A case study within Swedish engineering and construction organizations. Procedia-Social and Behavioral Sciences, 119, 837-846.
• Bolat, B., Kuşdemir, A., Uslu, İ. C., & Temur, G. T. (2017). An assessment for IT project maturity levels. International Journal of Information Technology Project Management (IJITPM), 8(2), 1-16.
• Brookes, N., Butler, M., Dey, P., & Clark, R. (2014). The use of maturity models in improving project management performance: An empirical investigation. International Journal of Managing Projects in Business.
• Caiado, R. G. G., Scavarda, L. F., Gavião, L. O., Ivson, P., de Mattos Nascimento, D. L., & Garza-Reyes, J. A. (2021). A fuzzy rule-based industry 4.0 maturity model for operations and supply chain management. International Journal of Production Economics, 231, 107883.
• Chou, S. W., & Chang, Y. C. (2008). The implementation factors that influence the ERP (enterprise resource planning) benefits. Decision support systems, 46(1), 149-157.
• Cooke-Davies, T. J., & Arzymanow, A. (2003). The maturity of project management in different industries: An investigation into variations between project management models. International Journal of Project Management, 21(6), 471-478.
• Crawford, J. K. (2007). Project management maturity model (pp. 471-478). Boca Raton, FL: Auerbach Publications.
• de Souza, T. F., & Gomes, C. F. S. (2015). Assessment of maturity in project management: a bibliometric study of main models. Procedia Computer Science, 55, 92-101.
• de Souza Scotelano, L., da Conceição, R. D. P., da Costa Leonídio, U., & de Jesus, C. S. (2017). Project management maturity model: the case in an automotive industry in Brazil. Brazilian Journal of Operations & Production Management, 14(4), 500-507.
• Farrokh, J., & Mansur, A. K. (2013). Project management maturity models and organizational project management maturity model (OPM3®): a critical morphological evaluation. Project management, 2(7), 23-33.
• Fengyong, Z., & Renhui, L. (2007). Study on framework of construction project management maturity model. In 2007 International Conference on Service Systems and Service Management (pp. 1-5). IEEE.
• Gasik, S. (2019). A proposal of governmental project management maturity model. PM World Journal, 8(9), 8-25.
• Görög, M. (2016). A broader approach to organisational project management maturity assessment. International Journal of Project Management, 34(8), 1658-1669.
• Guangshe, J., Li, C., Jianguo, C., Shuisen, Z., & Jin, W. (2008). Application of organizational project management maturity model (OPM3) to construction in China: An empirical study. In 2008 International Conference on Information Management, Innovation Management and Industrial Engineering (Vol. 2, pp. 56-62). IEEE.
• Hatamleh, M. T., Moynihan, G. P., Alzarrad, M. A., & Batson, R. G. (2020). Using the project management maturity models to evaluate organizational implementation in Jordan: a case study. International Journal of Construction Project Management, 12(1), 17-31.
• Heldman, K. (2018). PMP: project management professional exam study guide. John Wiley & Sons. Irfan, M., Hassan, M., Hassan, N., Habib, M., Khan, S., & Nasruddin, A. M. (2020). Project Management Maturity and Organizational Reputation: A Case Study of Public Sector Organizations. IEEE Access, 8, 73828-73842.
• Jamaluddin, R., Chin, C. M. M., & Lee, C. W. (2010). Understanding the requirements for project management maturity models: Awareness of the ICT industry in Malaysia. In 2010 IEEE International Conference on Industrial Engineering and Engineering Management (pp. 1573-1577). IEEE.
• Kerzner, H. (2002) Strategic Planning for Project Management Using a Project Management Maturity Model. United States: New York : John Wiley.
• Kerzner, H. R. (2005), Using the Project Management Maturity Model: Strategic Planning for Project Management. New Jersey, USA: John Wiley&Sons.
• Khalema, L. S., Van Waveren, C. C., & Chan, K. Y. (2015). The relationship between project management office maturity and organisational project management maturity: An empirical study of the South African government infrastructure departments. South African Journal of Industrial Engineering, 26(3), 12-26.
• Lianying, Z., Jing, H., & Xinxing, Z. (2012). The project management maturity model and application based on PRINCE2. Procedia Engineering, 29, 3691-3697.
• Lores, L., Nguyen, P. T., Lydia, E. L., & Shankar, K. (2019). Role of Project Management Maturity: Substantial Interest to Assess and Improve Development of Viable Methods. Religación, 4, 286-291.
• Marcelino-Sádaba, S., González-Jaen, L. F., & Pérez-Ezcurdia, A. (2015). Using project management as a way to sustainability. From a comprehensive review to a framework definition. Journal of cleaner production, 99, 1-16.
• Meisner, R. (2007) MINCE®-A Framework for Organizational Maturity. 1st edn. Van Haren.
• Nenni, M. E., Arnone, V., Boccardelli, P., & Napolitano, I. (2014). How to increase the value of the project management maturity model as a business-oriented framework. International Journal of Engineering Business Management, 6, 8.
• Ofori, D., & Deffor, E. W. (2013). Assessing project management maturity in Africa: A Ghanaian perspective. International Journal of Business Administration, 4(6), 41.
• (OGC) Office of Government Commerce (2011) Best Management Practice Portfolio. GOV.UK. Available at: https://www.gov.uk/government/publications/best-management-practice-portfolio
• Pasian, B., Sankaran, S., & Boydell, S. (2012). Project management maturity: a critical analysis of existing and emergent factors. International Journal of Managing Projects in Business.
• Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK). (5th ed.), Project Management Institute (PMI), Inc, Newtown Square, Pennsylvania.
• Sanchez, F., Steria, S., Bonjour, E., Micaelli, J. P., & Monticolo, D. (2020). An approach based on bayesian network for improving project management maturity: An application to reduce cost overrun risks in engineering projects. Computers in Industry, 119, 103227.
• Schumacher, A., Erol, S., & Sihn, W. (2016). A maturity model for assessing Industry 4.0 readiness and maturity of manufacturing enterprises. Procedia Cirp, 52, 161-166.
• Spalek, S. (2015). Establishing a Conceptual Model for Assessing Project Management Maturity in Industrial Companies. International Journal of Industrial Engineering, 22(2).
• Tahri, H., & Drissi-Kaitouni, O. (2015). New design for calculating project management maturity (PMM). Procedia-Social and Behavioral Sciences, 181, 171-177.
• Tharp, J. (2012). Project management and global sustainability. Paper presented at PMI® Global Congress 2012-EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute.
• Wijaksono, F. A., Pratami, D., & Bay, A. F. (2020, July). Measurement of Risk Project Maturity Using Organizational Project Management Maturity Model (Opm3): Study Case Of Construction Project In Bandung. In IOP Conference Series: Materials Science and Engineering (Vol. 852, No. 1, p. 012098). IOP Publishing.
• Wysocki, R. K. (2014). Effective project management: traditional, agile, extreme (7 Ed.). John Wiley & Sons.
• https://www.pmi.org/learning/library/pm-maturity-industry-wide-assessment-9000.