Organizational Maturity and Project: Program and Portfolio Success

Organizational Maturity and Project: Program and Portfolio Success

Sergey Bushuyev (Kiev National University of Construction and Architecture, Ukraine) and Olena Verenych (Kiev National University of Constructional and Architecture, Ukraine)
DOI: 10.4018/978-1-5225-3197-5.ch006


The success of a project, program, or portfolio realization is dependent on cooperation between a project manager/team project and stakeholders. This cooperation can be provided via a blended mental space; the main function of it is interaction and communication support of all participants in the project process throughout the project lifecycle. The blended mental space building requires creation of the specific methodology, which is based on the technical maturity models used. In the frame of the chapter, two new organizational maturity models are described. They are offered by IPMA through its internationally widespread member associations: IPMA Delta for assessing and developing project management maturity and the IPMA Organizational Competence Baseline (OCB), acting as a reference model for IPMA Delta. In addition to this description, a case study reveals insights into the usage of IPMA Delta and the benefits realized through a holistic assessment of project management maturity.
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In the 1990s, many professionals got assigned as project managers, as organizations solved the problems of the ever-changing world through projects. Along with the increasing need for managers and the growing number of people asserting that they are true project managers, many organizations used the certification of the competence of project managers as the base of their recruitment and development strategies. The certification has become an indicator of competence (even though this is only a knowledge indicator).

The successful implementation of the project management method requires something more than the training of project managers. A successful organization requires processes, technologies, policies and standards for project management, which should also be integrated with other management systems for more efficient and productive work. In the absence of an organizational infrastructure, the project results are fully dependent on the availability of high-performing individuals. This organizational infrastructure, however, cannot be established in one day. It may take several years with a change program implementation. Therefore, it is not surprising that more advanced organizations asked themselves: “What do we need?

A maturity model may help. Maturity models for project, program, and portfolio management describe activities related to projects, programs, and portfolios within the Key Process Areas that contribute to the achievement of successful results.

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