Generic management tools designed to measure the approximate level of balance state of an organization’s capability and capacity to manage projects.
Published in Chapter:
Project Management Guide and Project Management Maturity Models as Generic Tools Capable for Diverse Applications
Robert Chee Choong Gan (ROGAN Strategic Advisory, Malaysia) and Christina M. M. Chin (University of Nottingham, Malaysia)
Copyright: © 2019
|Pages: 47
DOI: 10.4018/978-1-5225-7080-6.ch011
Abstract
Project management maturity models (PM3) are generic management tools designed to measure the approximate level of balance state of the organization's capability and capacity to manage projects. With its generic form and structure, it enables diverse applications where content and detail level can be tailored according to specific needs of industry, commerce, government, and knowledge. Yet, its capability is still not well understood, as vacancies continues incorrectly advertised and project management (PM) graduate program inappropriately parked under engineering faculty instead of management or industrial management. With this, it had obscured the PM generic capability to manage change holistically, as project scope, schedule, risk, resources, procurement, and stakeholder satisfaction are integrated, coordinated, and synchronized to deliver the expected outcome. Thus, this chapter aims to identify the factors inhibiting understanding of how PM can be generically applied, in bridging the PM knowledge gap, and to demonstrate how PM and PM3 principles can and are actually applied generically.