Page 84 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 84
Igor Grofelnik and Tanja Grofelnik
of the interest organisations have in project management, the interest
in maturity models for managing projects increases as well. The au-
thor states that organisations have recognised the benefits of maturity
models and their significant contribution to the success of individual
projects. Steyn (2007, 31–4) states that if an organisation has a cul-
ture of excellence, then it is possible to achieve a high level of maturity
in managing projects. Čuček (2008) defines the maturity model as a
collection of elements that describe the characteristics of effective pro-
cesses. The maturity model creates a conceptual framework, which by
showing best practices, helps organisations define the current matu-
rity of the processes. Also, by introducing the model, the organisation
establishes the most appropriate and logical way to improve processes,
together with a vision for progress and language for the coordination of
dynamic progress. The organisation can define priorities during the im-
plementation of improvements and identify the need after establishing
project offices. It can monitor progress according to the improvement
plan and build a culture of project excellence. According to The New
Lexicon Webster’s Dictionary of the English Language (1988, 3), an organi-
sation is mature when it achieves a state of total development. Maturity
means quality or the state of being mature. An organisation is mature
when it achieves its own objectives and is in perfect condition. In the
above-mentioned situation, the organisation is in complete readiness
to deal with its own projects.
It is obvious that the organisation does not need to measure the ma-
turity of project management in all fields in order to find an opportu-
nity for improvement. Every organisation has to decide, according to
their business needs, what is the optimal need for maturity in project
management (Crawford 2007).
Presentation of the Maturity Models of Management
The Portfolio, Programme and Project Management Maturity
Model (p 3m3)
The ‘Portfolio, Programme and Project Management Maturity Model
(p 3 m 3)’ is a generic model that is known and spread world-wide. It
was ordered by the Government of Great Britain and was developed
in 2006 in the Office of Government Commerce. This model is based
on five levels of maturity and has been upgraded and amended many
times. Peak model p 3 m 3 is built from three sub-models: portfolio
management, program management and project management. Sub-
82
of the interest organisations have in project management, the interest
in maturity models for managing projects increases as well. The au-
thor states that organisations have recognised the benefits of maturity
models and their significant contribution to the success of individual
projects. Steyn (2007, 31–4) states that if an organisation has a cul-
ture of excellence, then it is possible to achieve a high level of maturity
in managing projects. Čuček (2008) defines the maturity model as a
collection of elements that describe the characteristics of effective pro-
cesses. The maturity model creates a conceptual framework, which by
showing best practices, helps organisations define the current matu-
rity of the processes. Also, by introducing the model, the organisation
establishes the most appropriate and logical way to improve processes,
together with a vision for progress and language for the coordination of
dynamic progress. The organisation can define priorities during the im-
plementation of improvements and identify the need after establishing
project offices. It can monitor progress according to the improvement
plan and build a culture of project excellence. According to The New
Lexicon Webster’s Dictionary of the English Language (1988, 3), an organi-
sation is mature when it achieves a state of total development. Maturity
means quality or the state of being mature. An organisation is mature
when it achieves its own objectives and is in perfect condition. In the
above-mentioned situation, the organisation is in complete readiness
to deal with its own projects.
It is obvious that the organisation does not need to measure the ma-
turity of project management in all fields in order to find an opportu-
nity for improvement. Every organisation has to decide, according to
their business needs, what is the optimal need for maturity in project
management (Crawford 2007).
Presentation of the Maturity Models of Management
The Portfolio, Programme and Project Management Maturity
Model (p 3m3)
The ‘Portfolio, Programme and Project Management Maturity Model
(p 3 m 3)’ is a generic model that is known and spread world-wide. It
was ordered by the Government of Great Britain and was developed
in 2006 in the Office of Government Commerce. This model is based
on five levels of maturity and has been upgraded and amended many
times. Peak model p 3 m 3 is built from three sub-models: portfolio
management, program management and project management. Sub-
82
