Page 95 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 95
The Maturity of Project Management in Slovenian Companies
clusion that the maturity of project management is at a high level; how-
ever, there is still space for improvement. According to a self-assessed
p3m3 questionnaire, organisations have been evaluated, averaged and
classified at the 3rd level of maturity and partially at the 4th level. Based
on this, we can conclude that organisations have a defined process of
project management. Partially, there is also a controlled process where
the implementation of project management and process measurements
can be seen. According to the Prom m m questionnaire results, we can
conclude that Slovenian companies can be classified in the 3rd level as
‘Normalised.’ Most of the companies want to achieve this level, which
the interviewed companies have already reached. The interviewed or-
ganisations already implement project management in all facets of their
business. Generic processes of project management are formalised and
widespread. Organisations are aware of the benefit of project manage-
ment at all levels of organisation, even though the benefits cannot be
fully reached.
In the examined research, it would be more appropriate to expand
the number of companies and thus have a greater number of interview
responses. Consequently, we could have more precise results and could
thus generalise these results based on the entire population. Further-
more, after few years, it would be interesting to monitor and evaluate
the development of project management in same Slovenian companies
a second time. Given that companies are different, it would be mean-
ingful to think about other models or questionnaires, which could help
finding out even more information and results with huge relevance.
Besides the positive results of the research, we have mentioned that
there is still space for improvements. We want to emphasise the fact
that if Slovenian companies continue on their current path, they can
achieve even greater results and improve their business activities even
more.
References
Couture, D. 2003. ‘Enterprise Project Management: The Path to Ma-
turity.’ In The Portable m b a in Project Management, edited by E.
Verzuh, 347–77. Hoboken, nj: Wiley.
Crawford, J. K. 2007. Project Management Maturity Model. 2nd ed. Boca
Raton, f l: Auerback.
Čuček, I. 2008. ‘Predstavitev zrelostnih modelov kot orodij pri razvoju
projektne kulture.’ Projektna mreža Slovenije 11 (2): 16–21.
93
clusion that the maturity of project management is at a high level; how-
ever, there is still space for improvement. According to a self-assessed
p3m3 questionnaire, organisations have been evaluated, averaged and
classified at the 3rd level of maturity and partially at the 4th level. Based
on this, we can conclude that organisations have a defined process of
project management. Partially, there is also a controlled process where
the implementation of project management and process measurements
can be seen. According to the Prom m m questionnaire results, we can
conclude that Slovenian companies can be classified in the 3rd level as
‘Normalised.’ Most of the companies want to achieve this level, which
the interviewed companies have already reached. The interviewed or-
ganisations already implement project management in all facets of their
business. Generic processes of project management are formalised and
widespread. Organisations are aware of the benefit of project manage-
ment at all levels of organisation, even though the benefits cannot be
fully reached.
In the examined research, it would be more appropriate to expand
the number of companies and thus have a greater number of interview
responses. Consequently, we could have more precise results and could
thus generalise these results based on the entire population. Further-
more, after few years, it would be interesting to monitor and evaluate
the development of project management in same Slovenian companies
a second time. Given that companies are different, it would be mean-
ingful to think about other models or questionnaires, which could help
finding out even more information and results with huge relevance.
Besides the positive results of the research, we have mentioned that
there is still space for improvements. We want to emphasise the fact
that if Slovenian companies continue on their current path, they can
achieve even greater results and improve their business activities even
more.
References
Couture, D. 2003. ‘Enterprise Project Management: The Path to Ma-
turity.’ In The Portable m b a in Project Management, edited by E.
Verzuh, 347–77. Hoboken, nj: Wiley.
Crawford, J. K. 2007. Project Management Maturity Model. 2nd ed. Boca
Raton, f l: Auerback.
Čuček, I. 2008. ‘Predstavitev zrelostnih modelov kot orodij pri razvoju
projektne kulture.’ Projektna mreža Slovenije 11 (2): 16–21.
93
