Page 88 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 88
Igor Grofelnik and Tanja Grofelnik
iment with project management with the support of a small num-
ber of participants, but do not have its own processes structured
in a generic way. Although, in the organisation, they are aware of
the potential benefits of project management, the ‘Novice’ organ-
isation does not efficiently implement processes of project man-
agement, which is a disadvantage for an organisation.
• The third level presents organisations that are ‘Normalised’ con-
cerning project management (Prom m m level 3). Many organisa-
tions want and seek to reach this level. In this case, project man-
agement is implemented in all aspects of a business. The generic
processes of project management are formalised and widespread.
The organisation is aware of the benefits of project management
in all levels of an organisation; even though it cannot fully achieve
all these benefits.
• The fourth level presents organisations that are ‘Natural’ at project
management (Prommm level 4). In this kind of organisation, the
culture is based exclusively on project management. The organisa-
tion has a proactive approach to project management including all
aspects of business. All projects in the organisation are based on
information that is actively used for improving business processes
and acquiring a competitive advantage.
Hillson (2001) states that each level individually is defined from more
thorough perspective by four attributes: culture, process, experience
and usage. These attributes allows an organisation to evaluate the cur-
rent processes of management with the agreed criteria. In addition to
that, the organisation can measure and determine realistic objectives
for improvements and at the same time measure the progress of its or-
ganisation towards strengthened abilities by the usage of project man-
agement.
When collecting data with the Prom m m questionnaire, it is desir-
able to have a personal interview. The main purpose of this is to up-
date, improve and support the final results. The main restriction of the
questionnaire is that it is subjective opinion, because the questionnaire
only evaluates the understanding of the respondents and their percep-
tion. The approach using the questionnaire is limited in scope; however,
it can address the difficulties mentioned concerning the questionnaire.
Often, differences can occur in the interpretation or the importance of
questions between respondents, especially, when concepts for respon-
86
iment with project management with the support of a small num-
ber of participants, but do not have its own processes structured
in a generic way. Although, in the organisation, they are aware of
the potential benefits of project management, the ‘Novice’ organ-
isation does not efficiently implement processes of project man-
agement, which is a disadvantage for an organisation.
• The third level presents organisations that are ‘Normalised’ con-
cerning project management (Prom m m level 3). Many organisa-
tions want and seek to reach this level. In this case, project man-
agement is implemented in all aspects of a business. The generic
processes of project management are formalised and widespread.
The organisation is aware of the benefits of project management
in all levels of an organisation; even though it cannot fully achieve
all these benefits.
• The fourth level presents organisations that are ‘Natural’ at project
management (Prommm level 4). In this kind of organisation, the
culture is based exclusively on project management. The organisa-
tion has a proactive approach to project management including all
aspects of business. All projects in the organisation are based on
information that is actively used for improving business processes
and acquiring a competitive advantage.
Hillson (2001) states that each level individually is defined from more
thorough perspective by four attributes: culture, process, experience
and usage. These attributes allows an organisation to evaluate the cur-
rent processes of management with the agreed criteria. In addition to
that, the organisation can measure and determine realistic objectives
for improvements and at the same time measure the progress of its or-
ganisation towards strengthened abilities by the usage of project man-
agement.
When collecting data with the Prom m m questionnaire, it is desir-
able to have a personal interview. The main purpose of this is to up-
date, improve and support the final results. The main restriction of the
questionnaire is that it is subjective opinion, because the questionnaire
only evaluates the understanding of the respondents and their percep-
tion. The approach using the questionnaire is limited in scope; however,
it can address the difficulties mentioned concerning the questionnaire.
Often, differences can occur in the interpretation or the importance of
questions between respondents, especially, when concepts for respon-
86
