Page 83 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 83
The Maturity of Project Management in Slovenian Companies
According to Čuček (2008), the concept of maturity is a very impor-
tant tool for mastering the development of project management cul-
ture. This concept offers an efficient approach towards the development
of project management culture in organisations. Also, an advanced ap-
proach to achieving conditions for the successful realisation of projects
on the level of the entire organisation.
Ibbs and Kwak (2000) state that organisations are applying project
management and they are becoming even more successful in doing so.
The most important reason for using new approaches and tools is pres-
sure on managers, who with efficient improvements in the organisation
on daily basis deals. However, the authors claim that many organisa-
tions are insecure and that they use the applications of project man-
agement in an incorrect way. They do not implement the concept of
project management well enough. In particular, in the eyes of the own-
ers, financial investments in tools for managing projects, practices and
processes are often not justified. Moreover, one of the reasons for this
is the lack of generally accepted methodologies and well-defined proce-
dures for impartially measuring practices of project management in an
organisation. The authors claim that many companies have difficulties
with the implementation or improvement of procedures for managing
projects.
We can define the maturity model of management as a relatively new
concept. Moreover, this concept comes from the development of the Ca-
pability Maturity Model for the field of software. Furthermore, it was
formed as a methodology for measuring the maturity of the supplier’s
processes of American government. Because of the continual upgrade
of the model, the institute has developed a framework for the struc-
tured definition of specific activities with which an organisation can
make progress related to the levels of maturity in the different areas
of its activities (Software Engineering Institute 2008). Kerzner (2001,
41) discusses that organisations with the support of project manage-
ment want to achieve excellence and a higher level of maturity. How-
ever, due to the usage of actual business systems for project manage-
ment, mistakes occur and, in long term, organisations keep making
the same mistakes. By using the maturity model, we can continually
develop and upgrade systems for project management. In addition to
this, organisations learn from their own experiences from practices
in the past. It is also possible that organisations learn from mistakes
made by other organisations. Couture (2003, 347) claims that because
81
According to Čuček (2008), the concept of maturity is a very impor-
tant tool for mastering the development of project management cul-
ture. This concept offers an efficient approach towards the development
of project management culture in organisations. Also, an advanced ap-
proach to achieving conditions for the successful realisation of projects
on the level of the entire organisation.
Ibbs and Kwak (2000) state that organisations are applying project
management and they are becoming even more successful in doing so.
The most important reason for using new approaches and tools is pres-
sure on managers, who with efficient improvements in the organisation
on daily basis deals. However, the authors claim that many organisa-
tions are insecure and that they use the applications of project man-
agement in an incorrect way. They do not implement the concept of
project management well enough. In particular, in the eyes of the own-
ers, financial investments in tools for managing projects, practices and
processes are often not justified. Moreover, one of the reasons for this
is the lack of generally accepted methodologies and well-defined proce-
dures for impartially measuring practices of project management in an
organisation. The authors claim that many companies have difficulties
with the implementation or improvement of procedures for managing
projects.
We can define the maturity model of management as a relatively new
concept. Moreover, this concept comes from the development of the Ca-
pability Maturity Model for the field of software. Furthermore, it was
formed as a methodology for measuring the maturity of the supplier’s
processes of American government. Because of the continual upgrade
of the model, the institute has developed a framework for the struc-
tured definition of specific activities with which an organisation can
make progress related to the levels of maturity in the different areas
of its activities (Software Engineering Institute 2008). Kerzner (2001,
41) discusses that organisations with the support of project manage-
ment want to achieve excellence and a higher level of maturity. How-
ever, due to the usage of actual business systems for project manage-
ment, mistakes occur and, in long term, organisations keep making
the same mistakes. By using the maturity model, we can continually
develop and upgrade systems for project management. In addition to
this, organisations learn from their own experiences from practices
in the past. It is also possible that organisations learn from mistakes
made by other organisations. Couture (2003, 347) claims that because
81
