Arancibia, Daniela
(2010)
Which Are The Competitive Benefits From Implementing The Project Management Maturity Framework? Based On The Case Company.
[Dissertation (University of Nottingham only)]
(Unpublished)
Abstract
ABSTRACT
Project Management became popular in the early 60s, but it was until the 90s that this was considered as a core capability in the companies. During the late 80s there was the creation of the first maturity model, the Capability Maturity Model (CMM) developed for the software industry. So it was only during the late 90s when maturity models were started to be mentioned on different industries, and during the next years many models were created: Standardized Process Improvement for Construction Enterprises, SPICE, Project Management Maturity Model, PMMM, Portfolio, Programme and Project Management Maturity Model, P3M3, Organizational Project Management Maturity Model, OPM3. In this dissertation all these models are described, and there is a case study where small a construction company, ICEAL, is assessed with two of these models: SPICE, and P3M3.
The aim of this research if to find out what are the competitive advantages that brings implementing a maturity model in a company. Another topic that will be address is the maturity levels. Are all organizations aiming to be at the higher level? There is still no agreements between authors about what are the real critical success factors (CSF), there was a research done on the topic, to then compare it to what the company had to say. The SPICE assessment should that the company was in level 1, while the P3M3 assessment showed the company was in level 2. The assessment has different criteria, but they both pointed out strengths, and weakness of the company. The most important part of the assessment was that the researcher discovered what are the competitive advantages that a company obtains when implementing the models, like for example an awareness of their own strength and weakness, a better understanding of their procedures, they are able to repeat successful performance, and so on. Level 5 is not for every organization, it depends on the company’s goals and objectives. Another finding was that ICEAL had the common success criteria: meets client’s requirements, meets quality standards, completed within schedule, completed within budget, and meets company’s objectives and the common critical success factors: clear goals and objectives, support from senior management, adequate resources, and realistic schedule.
Actions (Archive Staff Only)
 |
Edit View |
Tools
Tools
![[thumbnail of FINAL_DISSERTATION.pdf]](https://eprints.nottingham.ac.uk/style/images/fileicons/application_pdf.png "FINAL_DISSERTATION.pdf")