scholarly journals Project Management in Public Administration. TPM – Total Project Management Maturity Model. The Case of Slovenian Public Administration

2018 ◽  
pp. 144-159 ◽  
Author(s):  
Gordana ŽURGA
Keyword(s):  
Project Management ◽  
Public Administration ◽  
Maturity Model ◽  
Total Project

scholarly journals The Effectiveness of Network Systems in Providing Project Maturity of Public Management

TEM Journal ◽  
2021 ◽  
pp. 272-282
Author(s):  
Svitlana Bondarenko ◽  
Oleksandr Halachenko ◽  
Leonid Shmorgun ◽  
Iryna Volokhova ◽  
Alla Khomutenko ◽  
...  
Keyword(s):  
Project Management ◽  
Public Administration ◽  
Local Governments ◽  
Public Management ◽  
Self Organization ◽  
Network System ◽  
Maturity Model ◽  
Development Programs ◽  
Network Systems ◽  
Continuous Increase

The purpose of this study is formation of mechanisms to ensure the effectiveness of the created network systems in increasing the project maturity of public management. The relevance of this study is due to the need to address the problem of modernization of public administration by implementing project management in the implementation of development programs of territorial communities on the basis of continuous increase of the project maturity of organizations and network systems. The study proved the existence of a direct dependence of the level of project maturity with regard to public management on the effectiveness of the network systems. A variant of the project maturity model adapted to the local selfgovernment body is being developed. This model distinguishes three levels of maturity of local governments. The coefficient of self-organization of the network system is offered as a dynamic indicator of the development of project maturity.

scholarly journals The Papris Methodology Verification Using The Implementation Of Specific Information System For Public Administration

2016 ◽  
Vol 6 (2) ◽  
pp. 26-35
Author(s):  
Vladimír Krajčík ◽  
Pavel Vlček
Keyword(s):  
Information System ◽  
Project Management ◽  
Information Systems ◽  
Public Administration ◽  
Case Studies ◽  
Process Management ◽  
Global Perspective ◽  
Communication Process ◽  
Productive Process ◽  
Directional Operator

Abstract The article focuses on process management in public administration using the specific case study of the statutory city of Ostrava. Based on the selected part of the PAPRIS methodology, the process management is verified, and conclusions from the application of information system e-SMO ("Electronic Statutory City of Ostrava") are generalized. Ostrava is third the biggest city in Czech Republic with approximately 320 thousand citizen. Article describes experiences with SW implements, which are used for model of process in public administration. Particulary at local authority of Ostrava town. Model of process is a basis for reengineering of process in state administration and preparation for implementation of big information systems. Mapping of process is providing implement and confirmation methodology to identify existing processes. Problem with its using consist in that, senior manager don’t informs, what organization is determination by processes. If are not described in given to organization current processes, or how would have had look new optimum processes, will not endeavour about reengineering successful. Procedural analysis namely offer tool and check methodology to identification current suit („ at") and it is possible him use either as instruction („ how so about to be") for reengineering function handling administrative and self-rule activities. Purpose of the article: The PAPRIS methodology was used when defining the objectives for implementation of the information system for public administration (PAPRIS - Process Approach - Public and Regional Information System). This methodology has been elaborated by one of the authors and published in a very general scheme when solving many case studies (Krajčík, 2006), (Krajčík, 2007), (Krajčík, 2013) (Krajčík, 2014). We assume that the PAPRIS is primarily a methodology with incorporated elements of procedural approach for project management in public administration information systems (PAIS). The specific supporting process of communication between the client and the e-SMO ("Electronic Statutory City of Ostrava") system has been chosen for verification. The model of supporting communication process, created by ARIS tools, is crucial, and the structure of scripts (ICM and IVR) is subsequently made. The aim of this article is to verify that the methodology is sufficient and appropriate to manage such a large project such, undoubtedly, is the e-SMO (Vlček, 2009). Methodology/methods: Defined productive and non-productive processes with their defined process cuts represent a crucial category for the process structure of IS projects. This is fully accepted by the PAPRIS methodology. Process cuts are understood, in the logic modelling according to the PAPRIS methodology, as clearly defined logic directional cuts in three-dimensional space of all project processes. The process set is systemically categorized, in a given logic directional cut, into mutually disjoint process subsets, which are characterized by this particular directional operator. The directional operator always has a clear logical allocation that is based on the construction of a process view. Theoretically, an infinite number of process views can be used. One of the important issues in a methodology for the case studies includes the size of the research sample. It is usually assumed that there is no ideal number of cases and that the number between four and ten usually provides good results. Other authors defining against any quantitative standards for any determination of the sample size of the case studies, since such an approach denies the internal logic of this methodology and the richness of the information obtained from participants in the research. Research which is carried out using case studies does not aspire on compliance with the requirement the representativeness of the sample. (Štrach, 2007). Methodology of case studies is among the established guidelines of qualitative research (Štrach, 2007). Research on using case studies in the last 30 years has seen an extraordinary increase in social-scientific research, including research on business and management (Dul, Hak, 2008). Scientific aim: The essential aim of this study is to describe the way the process cut defines a productive process and non-productive process, in accordance with the PAPRIS methodology using the specific example. While the triggering mechanism of the project production process is an event causing its own production - i.e. the specific output with added value for the customer, the project of non-productive process is caused by the project management event. Therefore, it is caused by the need to control, monitor, track, inspect, evaluate outputs, decide and regulate the project implementation. Findings: Within the support of the communication process, two examples were used to verify the methodology. The global perspective on the process was created in ARIS tools and the communication between the call centre and the client was made in Visio tools. The PAPRIS methodology is based on the concept of process variability, which has been clearly formulated. The fundamental direction of the process development, anticipated changes and the opportunity to react to them in accordance with defined objectives of the PAIS project are guaranteed.

A measurement model of project control systems success for engineering and construction projects case study: contractor companies in Saudi's petroleum and chemical industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sahar Jawad ◽  
Ann Ledwith
Keyword(s):  
Project Management ◽  
Control Systems ◽  
Chemical Industry ◽  
Measurement Model ◽  
Measurement Tool ◽  
Maturity Model ◽  
Project Control ◽  
Content Type ◽  
Critical Elements

PurposeThe purpose of this paper is to presents a new modeling approach that provides a measurement tool for evaluating the effectiveness of Project Control Systems (PCS) and the improvement of the project control capability as a part of an organization's project management processes.Design/methodology/approachThis study used a project management maturity approach to develop a measurement model of PCS success. The key elements in this model have been identified using the Fuzzy Analytic Hierarchy Process (FAHP) method to analyze data from a case study involving contractor companies in Saudi's petroleum and chemical industry.FindingsThe results identified six critical elements for PCS success: (1) Change Management, (2) Earned Value, (3) Baselined Plan, (4) Resource Loaded, (5) Progress Method and (6) Governance Program. In addition, Project Forecasting and Corrective Action Verification were identified as the main areas where clients and contractors need to focus for the effective deployment of a PCS.Practical implicationsThe results of this study were used to create a PCS Maturity Model (PCSMM) and a PCS Success Index (PCSSI). The value of this index can help project managers to identify the maturity level of their PCS and improvement areas that lead to enhanced project performance.Originality/valueThis research presents an alternative maturity model for PCS assessment that provides a practical tool to identify areas for improving the critical elements of PCS success. The study draws a clear distinction between overall project success and the success of the PCS.

Taxonomy of IT Intangible Assets for Public Administration Based on the Electronic Government Maturity Model in Uruguay

2013 ◽  
pp. 103-122
Author(s):  
Helena Garbarino ◽  
Bruno Delgado ◽  
José Carrillo
Keyword(s):  
Public Administration ◽  
Intellectual Capital ◽  
Information Society ◽  
Intangible Assets ◽  
Electronic Government ◽  
Intangible Asset ◽  
Maturity Model ◽  
The Public

This chapter presents a taxonomy of IT intangible asset indicators for Public Administration, relating the indicators to the Electronic Government Maturity Model proposed by the Uruguayan Agency for Electronic Government and Information Society. Indicators are categorized according to a consolidated intellectual capital model. The Taxonomy is mapped at the indicator level against the EGMM subareas covering all of the relevant aspects associated with the intangible IT assets of the Public Administration in Uruguay. The main challenges and future lines of work for building a consolidated maturity model of IT intangible assets in Public Administration are also presented.

Managing Organizational Change

2013 ◽  
pp. 1253-1278
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

scholarly journals An Intelligent Project Management Maturity Model for Moroccan Engineering Companies

2015 ◽  
Vol 40 (2) ◽  
pp. 191-208 ◽  
Author(s):  
Oussama Marrouni Alami ◽  
Otmane Bouksour ◽  
Zitouni Beidouri
Keyword(s):  
Project Management ◽  
Maturity Model

scholarly journals Developing Improvement Planning Phase in Project Management Maturity Models

2016 ◽  
Vol 10 (9) ◽  
pp. 1 ◽  
Author(s):  
Ehsan Eshtehardian ◽  
Farhad Saeedi
Keyword(s):  
Project Management ◽  
Maturity Model ◽  
Relative Importance ◽  
Specific Procedure ◽  
Maturity Level ◽  
Management Consultants ◽  
Planning Phase ◽  
Improvement Planning ◽  
The Impact

The suggested cycle of project management maturity model generally include phases of evaluation, planning, improvement and finally cycle repeat which is largely based on a cycle known as Deming or PDCA. “Improvement Planning Phase” is the most important phase requiring development among these models that it is not discussed much. The major criteria for prioritization and planning in this phase were investigated in a research by authors. At first, the literature of subject is reviewed, by doing a series of interviews with project management consultants then prioritization criteria is identified, and eventually it is continued with more analysis on each of these criteria by distributing the questionnaire. The most significant criteria can be mentioned as current maturity level, desired maturity level for each process, relative balance between maturity levels of different processes, relations (predecessor & successor) between processes, the impact of each process on success, resources and organizational effort required for implementation, the role of organization (employer/contractor) and the acceptance of organization in different processes. Finally, according to the criteria a model was developed for “improvement planning phase”. A model is regarded as an improvable point in these models if it pays attentions to all criteria in addition to the relative importance of each criterion and importance of each process compared to each criterion in form of a specific procedure.

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