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Project management software packages are increasingly used by companies. These tools require a substantial financial investment, hence the importance of identifying the real contribution of project management software packages to the realization of projects. However, studies on the impacts of software packages on the performance of engineering project management are rare and mostly based on perceptions. The objective of this study is to investigate, from real project data, the level of utilization of a project management software package, developed by an engineering construction firm recognized internationally, and its link with project performance and project characteristics. Results stemming from non-parametric tests and correlation analyses show that the level of use of the software, and some of its subsystems, appears to be linked to project performance. Project duration also seems to be the most critical project characteristic.

This chapter provides a complementary view of innovation strategy to the one that has been developed in Chap. 8. Still following the resource-based view of the firm, we will concentrate on the decisions pertaining to which projects and activities should be performed, given the competencies the firm currently possesses, and the ones that it wishes to develop.

El presente trabajo de investigación tiene como objetivo proponer un modelo de Oficina de Gestión de Proyecto (PMO) para la Caja de Compensación Familiar de Risaralda, en el servicio de salud. Para lograr este objetivo, fue necesario definir el estado actual de la organización en términos de gestión de proyectos, adoptando los lineamientos definidos por el Project Management Institute (PMI), dónde, a través de su modelo Organizacional Project Management Maturity Model (OPM3) permitió determinar que el nivel de madurez de la organización está en un nivel 2-proceso, y acorde con la metodología de Kerzner, la organización está en etapa 1 – oficina de proyectos. Posteriormente se identificaron los aspectos de la organización a mejorar. Se estableció una estrategia que facilitaría a la organización un cambio o transición a una entidad competitiva e innovadora, pasando de los modelos tradicionales de proyectos a la implementación del agilísimo en el desarrollo de estos, y en la centralización y estructuración de una PMO para el servicio de salud. Luego se propuso utilizar la metodología del Value Ring para poder definir los procedimientos, los estándares, las métricas y todas las acciones necesarias para desarrollar las mejoras a la actual oficina de planeación de la organización. Finalmente se propuso una estrategia de cambio de la estructura actual de la oficina de planeación donde se definieron las acciones necesarias para la implementación y funcionamiento de la oficina de gestión (PMO)., The objective of this research work is to propose a model of a Project Management Office (PMO) for Caja de Compensación Familiar de Risaralda, on the health department. To achieve this objective, it was necessary to define the current state of the organization in terms of project management, adopting the guidelines defined by the Project Management Institute (PMI), where, through its Organizational Project Management Maturity Model (OPM3) model, allowed determine that the level of maturity of the organization is in a level 2-process. According to the Kerzner methodology, the organization is in stage 1 – project office. Subsequently, the aspects of the organization to improve were identified. A strategy was established that would facilitate the organization a change or transition to a competitive and innovative entity, going from traditional project models to the implementation of the most agile in their development and the centralization and structuring of a PMO for the service of health. Then it was proposed to use the Value Ring methodology to define the procedures, standards, metrics, and all the necessary actions to develop the improvements to the current planning office of the organization. Finally, a strategy for changing the current structure of the planning office was proposed, where the necessary actions for the implementation and operation of the management office (PMO) were defined.

Project management is not only a tool for achieving business goals, but also a mechanism for strategic development of the company. This is due to the fact, that the achievement of strategic goals in any area is directly related to the effective implementation of individual projects. In the framework of the study, the development of project management practices in the hotel business is evaluated using the project management maturity model. It is revealed that the use of project management practices in Kazakhstan hotels lags behind hotels of international chains.

This chapter provides an introduction to project management for traditional software engineering, and we discuss project estimation, project planning and scheduling, project monitoring and control, risk management, managing communication and change and managing project quality.

This paper aims to identify and analyze project management maturity models in order to identify those best suited to be adopted in construction firms. To do so, models from papers available in academic repositories were analyzed. To be successful, the construction business deeply depends on projects outcomes; thus, the implementation of project management maturity models is important for this sector. A maturity model is a valuable technique to assess project management capabilities within a single part of an organization or to assess an organization as a whole. Its main purpose is to provide a means to create a more organized and predictable way for organizations to achieve their goals, increasing their chances of success regarding the outputs, outcomes, and benefits. In this paper, documentary research was performed to identify available project management maturity models and togather information about their performance. The information gathered was used to find elements to be compared with the identified models. Reviewing the literature, 39 project management maturity models were identified. The authors selected two PMMMs that were well fitted to assess the project management capabilities in construction firms: OPM3 and MMGP Prado.

The article considers the models of evaluation of organizational maturity of project management, analyzes their advantages and disadvantages. The model of G. Kerzner’s maturity is analyzed in detail, the essence of each stage of the analysis of the organization is considered. In addition, the classification of types of personnel resistance to innovations related to project management is presented. Solutions to problems at different levels of maturity are proposed. Attention is focused on the factors that ensure the success of project management.

In the conditions of growing demands of society to the government, project activities cover not only traditional industries, but also the sphere of public administration. Critically important for the success of organization is the team (rather than individual) level of knowledge, skills of staff, and a certain maturity of the organization as a whole in the field of project management. However, the project activities of local self-governments cannot be considered effective or fully compliant with the modern requirements. The level of project competence of management teams of many territorial communities is still not sufficient for the implementation of tasks and functions, the production of relevant project ideas and their successful implementation. The aim of the research is to describe of project management maturity model for its implementation into the activities of the local self-governments from the positions of effectiveness of project management. The entry of the local self-government to a high level of project management maturity will reduce the negative impact of the human factor, systematically focus activities on meeting the needs of the community on a project basis, improve the quality of project management processes, and reduce unproductive costs. Methods used – analysis and synthesis, induction and deduction, logical generalization and comparison.

Busscar de Colombia S.A.S. es una empresa carrocera que desarrolla experiencias de movilidad, es una de las principales industrias del país que suministra vehículos para el transporte de pasajeros en los distintos segmentos de mercado. Hace más de 10 años, la empresa viene haciendo un proceso de apertura hacia el mercado latinoamericano, exportando sus productos a diferentes países. El mercado en el que se desenvuelve la compañía, la obliga a estar en movimiento y a mantenerse en constante desarrollo de nuevos procesos, productos y servicios, y a pesar de que durante los últimos años ha logrado desarrollar con éxito una serie de proyectos y objetivos, hoy en día la cantidad de necesidades simultáneas que se presentan al interior, están requiriendo que la compañía revise, ajuste, estandarice y centralice su proceso de gestión de proyectos. El presente documento hace referencia al proceso de diseño de una PMO para la empresa Busscar de Colombia S.A.S., que le permita promover una cultura de gestión de proyectos estandarizada y centralizada para todas las áreas, mejorando así todo su proceso de administración. En el presente estudio se realizará un diagnóstico general para determinar el estado de madurez de la compañía en cuanto a gestión de proyectos, se establecerá una metodología adecuada a las necesidades del negocio, y se construirá la hoja de ruta para la implementación de una PMO que permita establecer estándares, controles y estrategias que garanticen la salud de los proyectos que se desarrollen en su interior., Busscar de Colombia S.A.S. is a bodybuilder company that develops mobility experiences, is one of the most important industries in the country that supplies passenger’s transport vehicles in the different market segments. More than 10 years ago, the company has been making a market opening process towards Latin American market exporting his products to different countries. The market in which company operates, forces it to be in motion and to keep improving his processes, products, and services, and despite that during last years the company has reached the successful development of many objectives and projects, nowadays the number of simultaneous needs that the company must solve, are requiring that de company review, adjust, standardize, and centralize his Project Managment process. This document describes the design process of the Busscar de Colombia S.A.S. PMO, that will promote and improve the standardized and centralized Project Managment culture to all company departments, improving his whole administration. In this study, a general diagnosis will be carried out to determine the maturity status of the company in terms of project management, an appropriate methodology will be established to the needs of the business and will define the roadmap for the implementation of a PMO that allow to establish standards, controls and strategies that guarantee the health of the projects that are developed within the company.

This paper takes the project management of real estate development enterprises as the research object. The five elements of progress, quality, cost, safety and risk are selected to establish a maturity evaluation index system. Aiming at the target layer, element layer and index layer based on the application of BIM technology, this paper constructs the corresponding maturity model, and conducts case analysis on the enterprise project management level before and after the application of BIM technology to verify the application effect of BIM technology. The research results provide important management theories, standards and tools for improving the application effect of BIM technology.

The organization’s strategy of a company is determinant in its performance. The need to develop methodologies to evaluate the performance of projects in organizations has a strong contribution to the development of maturity models. The lack of knowledge of these maturity models causes organizations to experience problems in the development and improvement of their project management processes. The main objective of this article is to adapt and apply a maturity model to assess the evolution of the maturity of project management practices in development teams in an academic environment. The Prado Project Management Maturity Model was applied to the project teams of the curricular subjects Development of Computer Applications of the second academic year and Information Systems and Technologies Project of the fourth academic year of the Integrated Masters in Engineering and Management of Information Systems course at the University of Minho. Through the application of the model, it was possible to compare the maturity between the two curricular units and to verify the effectiveness of the learning methods and strategies, and results in project management competencies throughout the course.

El rediseño de los procesos de la Oficina de Proyectos de la Vicerrectoría de Descubrimiento y Creación de la Universidad EAFIT – Medellín, constó en primer lugar de un diagnóstico de madurez que incluyó una serie de entrevistas semiestructadas a diferentes stakeholders internos y externos a la organización, y a su vez una encuesta bajo el modelo de OPM3® que evaluó tanto los facilitadores organizacionales como las áreas de conocimiento, denominadas para este trabajo grupos de procesos. Como resultado de esta evaluación se obtuvo que, de las diez áreas de conocimiento, siete de ellas se encuentran en un nivel 2 de madurez denominado “Medir” y las tres restantes se ubican en el nivel 1 “Estandarizar” A partir de ello, se emprendió el proceso de actualizar 24 procesos ya existentes en la PMO, en donde se incorporó a estos los roles, las funciones y las métricas generales. Así mismo, se realizó el levantamiento de la información y documentación de 15 procesos que no existían en la oficina de proyectos. Finalmente, se presentan propuestas y recomendaciones para cerrar las principales brechas identificadas en los procesos evaluados en el nivel 1 de madurez, con el fin de llevarlos en el corto y mediano plazo a un nivel de madurez superior., The redesign of the Projects Office processes of the Vice Rectory of Discovery and Creation at Universidad EAFIT-Medellín, the initial phase consisted of a maturity diagnosis that included a series of semi-structured interviews with different internal and external stakeholders, and a survey under the OPM3® model that evaluated both the organizational facilitators and the knowledge areas, called process groups for this work. As a result of this evaluation, of the ten knowledge areas, seven of them are at a maturity level 2 called "Measure" and the remaining three are at level 1 "Standardize". Based on this, the process of updating 24 processes already existing in the PMO was undertaken, where the roles, functions and general metrics were incorporated. Likewise, the information and documentation of 15 processes that did not exist in the project office was collected. Finally, proposals and recommendations are presented to close the main gaps identified in the processes evaluated at maturity level 1 in order to elevate them to a higher maturity level in the short and medium term.

Programme management, the coordinated development, implementation, and evaluation of a series of related sub-programmes or projects, is central to the efficient delivery of all public health services. This chapter draws from the project management and programme and project evaluation fields to provide a practitioner’s guide to programme planning and project management. This chapter covers: the relationship between programmes and projects; the components of effective programme and project planning; how to develop a programme theory and logic model for a project and how to implement it; ways of developing an evaluation strategy; managing projects as part of a programme; how to be an effective programme planner and project manager.

La presente investigación tiene como objetivo realizar un diagnóstico del nivel de madurez de la Oficina de Gerencia de Proyectos (PMO) de una empresa en Bogotá a través del modelo de maduración OPM3 (Organizacional Project Management Maturity Model) para identificar las oportunidades de mejora en la implementación de las prácticas recomendadas sugeridas por el PMI y así proponer estrategias que incrementen su efectividad en la gestión de proyectos, programas y portafolios. Dado que, aunque la organización cuenta con una oficina de gerencia de proyectos, no ha realizado este análisis a través de un artefacto que brinde información suficiente sobre su estado actual para tomar mejores decisiones que apalanquen su estrategia corporativa. The main goal of the present research is to carry out a diagnosis of the maturity level of the project management office (PMO) of a company in Bogotá through the Organizational Management Maturity Model (OPM3) to identify any improvement opportunities in the implementation of the recommended practices suggested by the PMI and therefore propose strategies that increase their effectivity managing projects, programs, and portfolios. This is because even though the organization has a PMO it has not carried out this analysis through a tool that provides enough information about its current state to make better choices that leverage its corporative strategy. Especialista en Gerencia de Proyectos

Management of project risks has a significant impact on the success of the entire project. The importance of project risk management also means the need for continuous measurement and development of this area. Considering the existence of few specialized maturity models for this area, the aim of this paper is to analyse the extent to which it is possible to use commonly used project management maturity models (PMMMs) as a full-fledged tool for the evaluation of project risk management maturity. Based on the literature review and selected methodology, the four most frequently used models of maturity (CMMI-DEV, OPM3, PMMM, KPMMM) are analysed in more detail. Despite the predominantly exploratory nature of this paper, based on four defined criteria, three of the above PMMMs can also be used as models for evaluating and improving Project Risk Management. While one of the outputs of this paper is the creation of an evaluation scale for the PRM assessment, based on the regularities of the models used. By outlining the possibility of using already existing PMMMs, the results of this paper contribute to the evolving field of improving the management of project risks as a key project management area. In addition, results point out the expanded use of already existing PMMMs.

El forjar proyectos es una táctica que concierne a las corporaciones gestionar cambios destinados al desarrollo, minimizar costos y optimizar dichos proyectos, nacen de un requerimiento especifico, son emprendidos en una línea de tiempo especifica con derivaciones únicas, por ello demandan un gran impulso al enfocarse de firma independiente. En ese sentido se realiza un relato de la problemática que determinan la necesidad de una metodología de proyectos de tecnología de la información en la gerencia operativa de la Información TI de compañía Supplies de Colombia, a partir de esto se trazan los cimientos y planteamientos que presiden el presente trabajo de investigación que se trabajara en el desarrollo del mismo. Forging projects is a tactic that concerns corporations managing changes aimed at development, minimizing costs and optimizing said projects, they are born from a specific requirement, they are undertaken in a specific timeline with unique derivations, therefore they demand a great impulse when focusing independent firm. In this sense, a report is made of the problems that determine the need for a methodology of information technology projects in the operational management of IT Information of the Supplies company of Colombia, from this the foundations and approaches that preside this research work to be worked on in its development. Maestría Magíster en Gerencia Estratégica de Tecnología de Información

Project management maturity model is a method and tool to help the project management organizations evaluate and improve their own project management level, and it has important guiding significance for enterprise project management practice in our country. This paper combines China’s project management knowledge system and enterprise application characteristics, and we put forward the project process management maturity model based on the established evaluation index system, and expound the key practice in each level, finally this paper explores the method for passing through the project management maturity model of enterprise of our country. A maturity model can help organizations identify their location in specific knowledge areas and to improve them. Information resource management regards information as the main organizational resource. Therefore, we evaluate and improve the present situation of enterprise management, which plays a decisive role in the development of organizational information structure. Multimedia technology is a new information acquisition and processing technology. Multimedia sensor networks focus more on the collection and processing of large amount of data, such as audio, video, images and so on. We introduce the concept and characteristics of multimedia sensor network in this paper, and focus on the research progress at home and abroad and the challenges facing the multimedia sensor network, finally we analyze the current problems need to be solved, and the prospect of its future development trend. Besides this, we construct the multimedia data information systems to help better implementing the proposed model. The numerical verification proves the effectiveness of the proposed method.

The study acts as a pilot research to investigate the influence of organization’s internal dynamics on PMM assessment levels and to outline a methodology that can help us to quantify it. It aims to analyze the influence of organizations’ internal dynamics on project management maturity, (PMM), assessments and how they can change the assessment results. Specifically, it addresses the impact of internal organizational influences, like organization culture, leadership & leadership hierarchy, and emotional stability on the assessments of organization project management maturity. The methodological research approach for this study was a survey of 129 professionals. These professionals represent both manufacturing and service sectors industries that utilize project management extensively. Data were analyzed using multiple regression models with SPSS data processing results show that organization's internal factors significantly influence project management maturity assessments. The internal forces like organization culture and leadership/ leadership hierarchy significantly increase the PMM levels while emotional stability greatly reduces the PMM levels. These results can help upper management to better understand the PMM assessment results while academics can use it to amend maturity models and for conducting a more extensive longitudinal research.

The purpose of the article is to present the importance of project management for the functioning of public administration, and its contribution to the realization of the developmental goals of the government. For this, integration of strategic management and project management is of vital importance. The methodology used is a combination of literature review, a case study of project management in public administration of the Republic of Slovenia, and development of a maturity model of project management in public administration, with its verifi cation on the case of Slovenia. The main contribution of the study is development of TPM – Total Project Management maturity model for public administration. Upon the TPM maturity model, project management in Slovene public administration is assessed and discussed. Out of fi ve maturity levels, the results for project management in Slovene public administration are: management of projects – level 2 (initiated), management of programs of projects – level 2 (initiated), management of portfolios of projects – level 3 (implemented), organizational support for project management – level 3 (implemented), HRM for project management – level 2 (initiated), and integration of project management and strategic management – level 3 (implemented). General fi ndings and recommendations in this respect are drawn, together with indicated areas for possible further research and investigation.

This research endeavors to address the question of how to enhance project performance through exploring the relationships among information technology (IT) governance, project governance and project performance. The research utilizes an empirical survey methodology. The survey of 533 working professionals in various industries renders 282 usable responses or a response rate of 53.91%. The results suggest that both IT governance and project governance have a positive impact on project performance. Moreover, we found that three dimensions of IT governance (i.e., strategy setting, value delivery, and performance management) are positively associated with project performance while all three dimensions of project governance (i.e., portfolio direction, project sponsorship as well as project effectiveness & efficiency, and disclosure & reporting) are positively associated with project performance. Additionally, the alignment between IT governance and project governance is also found to be positively associated with project performance. These findings provide evidence to project management professionals in regard to IT governance and project governance being part of the operational strategy in facilitating the success of projects. It also demonstrates the importance of the alignment strategy between IT governance and project governance in enhancing project performance.

This research study aims to investigate the role of creativity and project management as important aspects of service quality. The context is the advertising industry which is highly competitive and its clients have very specific needs and expectations. Data was collected using indepth interviews with marketing managers and project leaders who were responsible for the advertising needs of their organisations. The findings provide detailed insights into the nature of creative competence, project management process and project outcomes from the clients’ perspective. Creative competence includes an assessment of the creative work produced by the advertising agencies and their staff. The project management processes reflect the need for detailed plans and budgets to be developed and communicated, as well as having a clear process for change management once the project scope and plan have been signed off. This study is the first of its kind using a qualitative approach to investigate the role of creativity and project management in enhancing the service quality of advertising agencies.

In this paper I make a personal reflection on my research and writings in the field of Project Management over the past 30 years. My research has primarily been about the management of the project-based organization. Within that I have researched governance, organizational behaviour, contingency, marketing, success and shareholder value.

This paper aims at positioning organizational design as an important phenomenon in the field of project management with a high potential of contributing to organizational theory. While organizational design has been neglected by scholars of management and organizational theory, it has been of great interest to those from the project management field. This incongruence—comprising the focus of this study—calls for new insights on theorization in context. The paper provides a preliminary theoretical framework combining contingency theory, the historical approach and social theory to understand organizational design, both as a thing and as a process . It provides empirical evidence from three case studies in healthcare. Findings confirm the specificity of each design while at the same time adopting a similar temporal pattern. We take this opportunity to highlight the seminal work of Rodney Turner on project-based organization and design. Executive summary In this day and age, it is commonplace to assert that organizations are complex and that they change continuously over time. The complexity is said to exist, for example, in large organizations dealing with multiple competing projects while at the same time performing their regular operations. The concept of organizational design refers to both the resulting organization (the thing ) and the process of performing the design. The field of project management has made many theoretical contributions to organizational design; yet it has also created confusion by introducing a plurality of terms for describing and understanding such organizations. Organizational design is increasingly a topic in the literature from management and organizational theory and, especially, from project management. A review of the literature from both fields demonstrates that contingency theory is still considered as a major theoretical foundation for situating the organization within its context. The review also points to an increasing interest in social perspectives taking into account politics, organizational dynamics, paradoxes and pluralism. In addition, it shows an opportunity for scholars in project management to contribute to management and organizational theory. This research proposes a pluralist theoretical framework for tackling contingency theory with the historical approach and social theory. The empirical setting is comprised of complex large organizations—in this case, three university hospitals engaged in major organizational transformations—that are challenged to pursue their regular operations while undertaking multiple completing projects. Interestingly, the three hospitals are from the same geographical region. The organizational design was thus a crucial question and, in light of the complexity, no one-size-fits-all type of solution was strived for. Results confirmed the prevalence of individual organizational design rather than mimetism, or homogenization, between the three hospitals. Being in the same region, the heads of the respective project management offices met on a number of occasions to exchange about their challenges and solutions. Nevertheless, in the end each hospital made an individual decision regarding its organizational design. The study also identified organizational design as an ongoing process, introducing the concept of trajectory to illustrate how projects and organizational design change over time. In doing so, we observed a pattern where reflection and sense-making took place before engaging in any specific decision regarding the organizational design. The theoretical contribution of this research is to demonstrate the potential of pluralist theoretical frameworks for understanding complex phenomena such as organizational design in the context of managing multiple projects. More specifically, the process view of organizational design was found to reveal new insights that would have remained hidden otherwise. From a practical view, our research challenges certain utopian assumptions regarding the stability and replicability of a one-size-fits-all model in organizational design. Instead, we recommend developing an in-depth understanding of an organization's specific context by means of sense-making activities. The latter should be performed in an ongoing approach to ensure that the organizational design evolves in keeping with its environment.

We explore publishing trends regarding HRM and PBO in the main journals in the field of project management to highlight key empirical and theoretical contributions during the period 1996–2016. We offer three contributions to the field of project management. The first is theoretical where we analyze twenty years of research in key project management journals by adapting and extending the framework of Wright and Boswell (2002), and identifying categories of HRM research at three levels of analysis. This analysis provides an overview integrating exemplary research to date on the HRM-PBO link at different levels, showing areas where research is well-developed and also areas that, while promising, have not been examined in a systematic manner to date. Our second contribution is that we highlight a variety of theoretical as well as methodological resources from the HRM field that can be applied in project studies and in so doing promote cross-fertilization of ideas and approaches between these two fields. Finally, a key managerial contribution is that we introduce the project as a temporary organization level of analysis, explicitly making visible HRM practices on the project. This can guide both HRM practitioners, and project managers, in terms of the importance of projects as sites for human resource management and employment activities including careers, employee participation and employment relations all of which are critical issues and deserve more attention.

Besides lack of organizational support, using project risk management tools and methodology effectively has been one major challenge to project success. As China is extending its project management (PM) concepts from mainly construction and national defense projects to many other industries, project managers in those new industries rely on the use of PM tools and methodologies. However, it remains unclear to what extent the use of them can increase project success. To address the research questions, this study surveyed 93 project managers in China and found that success of project execution is contingent upon: (a) project risks, (b) PM methodology, (c) organizational support, and (d) PM tool use. The presence of project risk can stimulate increased use of PM tools, thereby helping achieve project success. Organizational support and PM tool use also remain conditions for project success. This study contributes to the current literature by assessing project success from the perspectives of organizational support, PM methodology, and PM tools.

The resource-based view of the firm from strategic management literature is applied to examine project management as a source of competitive advantage. In this view, assets contribute to competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support. This research examines project management assets and project management process outcomes in a cross-industry study that attempts to replicate findings from a prior study, using the same survey tool with a larger sample. Exploratory factor analysis extracted four factors that comprised characteristics of project management assets that are valuable, rare, and inimitable, three factors that comprised of organizational support for project management assets, and two factors that comprised of project management process outcomes. The extracted factors mostly replicated the findings from the prior study; differences emerged in the factors that comprised of project management assets.

This study discusses the theoretical concepts related to project management, specifically on the measurement of its implementation, through the concepts of maturity models. Moreover, in order to confirm the theoretical concepts related, it will be presented the results of a survey data conducted in an automotive industry in Brazil (Rio de Janeiro state), through the research of maturity proposed by Darci Prado. This survey will demonstrate the perception of employees at the different areas on the project maturity in this organization. In addition, the result found revealed that the organization analyzed is at the levels observed and calculated, considering the average level of maturity of the region and country. It is concluded that the Brazilian methodology adopted was effective in terms of measuring the level of maturity in a Brazilian organization. It is estimated that this work can contribute to those organizations concerned in the application of project management and that these practices become entrenched and fully disseminated and becoming part of their culture.

Governance is becoming more important for sustaining success and ensuring continuous delivery of business value to organizations. Most organizations are competing to deliver the highest level of service and attaining stakeholders’ satisfaction. Implementing sound organizational project management governance framework can enable the kind of visibility and control that are essential to successfully deliver the expected benefits from projects and portfolios. The market survey conducted by the authors revealed that the current level of integration between organizational project management (OPM) and other relevant practices is not enough and there is a need to have a unified integrated model that links OPM with other governance components (practices/systems) such as strategy management, enterprise risk management, internal audit, Quality management, performance management, business excellence and lessons learned. The survey also concluded that there is a good opportunity for automating the model to achieve better visibility and effective resource usage. Having proposed the model, it needed validation, which was done through implementing the model in organizations through automation projects. The implementation resulted in some changes in the model to achieve the required levels of accountability, responsibility, and transparency. These changes were incorporated into the model and were reflected in its modified version. Finally, the paper highlighted the recommended improvements that would enhance the future implementation of the model.

This paper presents an organizational performance measurement framework for guiding the development of organizational competencies to manage water infrastructure assets. The framework was validated through interviews and surveys with professionals. The framework includes three major dimensions for competency: technical activities, organizational management, and information and knowledge management. Across these levels, it presents 11 core critical success factors. It also provides a set of quantitative performance measures for municipal asset management teams and organizations. The framework serves as means to guide public policy makers in establishing policies and guidelines for enhancing municipal capacity in project management in the context of infrastructure assets. It also can help municipalities in defining gaps and areas of improvement. The framework is not intended to be universal. No model can make this claim given the drastic differences in legal and political setting in different jurisdictions. The proposed framework, however, can serve as a benchmark for other work in related contexts.

Project careers typify contemporary career theories that place the individual, rather than the organisation, as the sole architect of employability and career satisfaction. However, a gap now exists between the strategic importance of projects and the ability of permanent organisations to support and develop the project management role. Using survey data (N = 207) of IT project managers our theoretical framework hypothesizes relationships between project management identity and career satisfaction, and the moderating effect of how project managers relate to their role as a job, career or calling. Findings suggest that project managers with a high level of professional identification achieve validation from external project networks reducing the reliance on internal organisational support. However, not all project managers relate to their role as a career. The article discusses the implications for project careers, professionalization and organisation support.