Page 85 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 85
The Maturity of Project Management in Slovenian Companies
models are connected, even though they are not dependent on each
other. In other words, every model allows separate judgement, accord-
ing to the selection and needs of every organisation. When evaluat-
ing, the p3 m3 model concentrates on seven main processes-questions
within the three above-mentioned models (Vrečko 2011, 132–5). These
processes-questions are (Office of Government Commerce 2008, 6):
• management control,
• benefits management,
• financial management,
• stakeholder management,
• risk management,
• organisational governance and
• resource management.
As mentioned, the p3 m3 model is based on the usage of five levels of
the maturity network, which means that during judgement, it predicts
five levels of maturity that we have to take into consideration when
measuring the maturity of the organisation. In the Office of Govern-
ment Commerce (2008, 10), the levels are defined as follows:
• level 1: awareness of process;
• level 2: repeatable process;
• level 3: defined process;
• level 4: managed process;
• level 5: optimised process.
The p 3 m 3 maturity model is known as the basis for improving the
project management processes and program management. The devel-
opers of the model state that it can be used in many ways (Office of
Government Commerce 2006, 3–4):
• for understanding key practices that are part of efficient processes
of managing portfolio, programs and projects;
• for defining/identifying the main practices that are needed to
be introduced in an organisation as a whole with the purpose of
reaching next level of maturity;
• for organisations that want to understand and improve their abil-
ities for managing programs and projects and make them more ef-
ficient;
83
models are connected, even though they are not dependent on each
other. In other words, every model allows separate judgement, accord-
ing to the selection and needs of every organisation. When evaluat-
ing, the p3 m3 model concentrates on seven main processes-questions
within the three above-mentioned models (Vrečko 2011, 132–5). These
processes-questions are (Office of Government Commerce 2008, 6):
• management control,
• benefits management,
• financial management,
• stakeholder management,
• risk management,
• organisational governance and
• resource management.
As mentioned, the p3 m3 model is based on the usage of five levels of
the maturity network, which means that during judgement, it predicts
five levels of maturity that we have to take into consideration when
measuring the maturity of the organisation. In the Office of Govern-
ment Commerce (2008, 10), the levels are defined as follows:
• level 1: awareness of process;
• level 2: repeatable process;
• level 3: defined process;
• level 4: managed process;
• level 5: optimised process.
The p 3 m 3 maturity model is known as the basis for improving the
project management processes and program management. The devel-
opers of the model state that it can be used in many ways (Office of
Government Commerce 2006, 3–4):
• for understanding key practices that are part of efficient processes
of managing portfolio, programs and projects;
• for defining/identifying the main practices that are needed to
be introduced in an organisation as a whole with the purpose of
reaching next level of maturity;
• for organisations that want to understand and improve their abil-
ities for managing programs and projects and make them more ef-
ficient;
83
