Assessing Project Management Maturity in the Area of Knowledge Management in Select Companies
International Journal of Economics, Finance and Management Sciences
Volume 2, Issue 2, April 2014, Pages: 164-170
Received: Mar. 7, 2014; Accepted: Apr. 8, 2014; Published: Apr. 10, 2014
Views 3720      Downloads 303
Seweryn Spalek, Faculty of Organisation and Management, Silesian University of Technology, Gliwice, Poland
Article Tools
Follow on us
Project management is of high significance for companies nowadays. This is of special interest for those organizations which operate in the multi-project environment. For them, it is crucial to find out how good they are at managing projects. To that end, the project management maturity assessment concept was developed. However, getting a picture of the organization is only the first step. The second should be to analyze the results and, based on them, undertake appropriate activities in order to increase efficiency in project management. There are various models of project management maturity (PMM) assessment in different areas. In investigating current management trends, the knowledge management concept is one of the most important ones. Therefore, in author’s opinion the modern PMM model should definitely address the knowledge management area. In the article based on the world-wide empirical study of 400 companies, I discuss the PMM level in the knowledge management area. The assessment was done using the author’s PMM model which measured maturity in four areas: methods and tools, human resources, project environment and knowledge management. The investigated companies were from the machinery, construction and information technology branches. The major research effort was focused on the machinery industry as this sector of the economy is not well recognized in empirical research related to project management. Moreover, the main aim of the study was to compare Polish and foreign companies via an examination of diverse industries. The results of the study revealed that, in general, the foreign companies are at a higher PMM level in the knowledge management area than their Polish counterparts. This difference is discussed in the article. Among the industries, the most mature was information technology and this is also elaborated on. In addition, the study shows that the mean maturity level of all investigated companies is rather small. The reasons for that fact are explained and the implications for the companies are outlined.
Project Management, Maturity, Knowledge, IT, Information Technology, Construction, Machinery Industry, Company, Empirical Study, Research, Assessment, Level
To cite this article
Seweryn Spalek, Assessing Project Management Maturity in the Area of Knowledge Management in Select Companies, International Journal of Economics, Finance and Management Sciences. Vol. 2, No. 2, 2014, pp. 164-170. doi: 10.11648/j.ijefm.20140202.18
Spalek S. Does Investment in Project Management Pay Off? Industrial Management & Data Systems. 2014;114(5).
Jugdev K, Thomas J. Project management maturity models: the silver bullets of competitive advantage? Project Management Journal. 2002;33(4):4-14.
Davenport T. Saving IT's Soul: Human Centered Information Management. Harvard Business Review. 1994;72(2):119–31.
Gasik S. A Model of Project Knowledge Management. Project Management Journal. 2011;42(3):23-44.
Spalek S. The role of project management office in the multi-project environment. International Journal of Management and Enterprise Development. 2012;12(2):172-88.
Turner JR. The handbook of project-based management: McGraw-Hill London. 1999.
Stabryla A. Zarządzanie projektami ekonomicznymi i organizacyjnymi. Warszawa: Wydawnictwo Naukowe PWN. 2006.
Kerzner H. Project management: a systems approach to planning, scheduling, and controlling. 11 ed. Hoboken, NJ: John Wiley & Sons. 2013.
Trocki M, Wyrozebski P, Grucza B, Metelski W, Juchniewicz M, Buklaha E. Metodyki zarządzania projektami. Trocki M, editor. Warszawa: Bizarre. 2011; p. 365.
PMI. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition: Project Management Institute (PMI). 2013.
OGC. PRINCE2 Maturity Model (Version 1.0). London, UK: Office of Government Commerce. 2006.
International Project Management Association. ICB – NCB IPMA competence baseline, version 3.0. Nijkerk: Author. 2006.
Skrzypek E, Hofman M. Zarzadzanie procesami w przedsiebiorstwie. Wolters Kluwer Polska. 2010.
Turner R, Ledwith A, Kelly J. Project management in small to medium-sized enterprises: Matching processes to the nature of the firm. International Journal of Project Management. 2010; 28(8):744-55.
Nowosielski S. Dojrzałość procesowa a wyniki ekonomiczne organizacji. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu. 2012;(264):354-69.
Wendler R. The maturity of maturity model research: A systematic mapping study. Information and Software Technology. 2012;54(12):1317-39.
Hillson D. Assessing organizational project management capability. Journal of Facilities Management. 2003;2(3):298-311.
Ellis K, Berry DM. Quantifying the impact of requirements definition and management process maturity on project outcome in large business application development. Requirements Engineering. 2013;18(3):223-49.
Rapaccini M, Saccani N, Pezzotta G, Burger T, Ganz W. Service development in product-service systems: a maturity model. Service Industries Journal. 2013;33(3-4):300-19.
Williams JL. Mold Building and Project Management Maturity. Plastics Engineering. 2013;69(5):26-33.
Almahmoud ES, Doloi HK, Panuwatwanich K. Linking project health to project performance indicators: Multiple case studies of construction projects in Saudi Arabia. International Journal of Project Management. 2012;30(3):296-307.
de Oliveira AC, Kaminski PC. A reference model to determine the degree of maturity in the product development process of industrial SMEs. Technovation. 2012;32(12):671-80.
Gladden R. The Project Risk Maturity Model: Measuring and Improving Risk Management Capability. Project Management Journal. 2012;43(5):101-106.
Pretorius S, Steyn H, Jordaan JC. Project Management Maturity And Project Management Success In The Engineering And Construction Industries In Southern Africa. South African Journal of Industrial Engineering. 2012;23(3):1-12.
Spalek S. Reaching Maturity through Project-Based Learning. Knowledge and Learning: Global Empowerment; Proceedings of the Management, Knowledge and Learning International Conference 2012. 2012:519-23.
Willis CJ, Rankin JH. Demonstrating a linkage between construction industry maturity and performance: a case study of Guyana and New Brunswick. Canadian Journal of Civil Engineering. 2012;39(5):565-78.
Jia G, Chen Y, Xue X, Chen J, Cao J, Tang K. Program management organization maturity integrated model for mega construction programs in China. International Journal of Project Management. 2011;29(7):834-45.
Juchniewicz M. Dojrzałość projektowa organizacji. Warszawa: Bizarre. 2009; p. 141.
Wang HF. Capability maturity model for risk management in ERP/ERPII implementation project. Wu D, editor. Toronto: Universe Academic Press Toronto. 2008:143-147.
Grant KP, Pennypacker JS. Project management maturity: An assessment of project management capabilities among and between selected industries. IEEE Transactions on Engineering Management. 2006;53(1):59-68.
Wittek Z. Dojrzałość projektowa organizacji jako potencjał rozwojowy przedsiębiorstw. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu. 2011;(218):282-290.
Twaites G, Collofello J, Zenzen F. The CMMI - More than just process. Tenth ISSAT International Conference on Reliability and Quality in Design, Proceedings. 2004:309-14.
Khoshgoftar M, Osman O. Comparison of Maturity Models. Li WH, Zhou JH, editors. New York: IEEE. 2009:297-301.
PMI. Organizational Project Management Maturity Model (OPM3®), Knowledge Foundation - 2nd Edition. Newtown Square, PA, USA: Project Management Institute. 2008; p. 204.
Basu R. Managing quality in projects: An empirical study. International Journal of Project Management. 2014;32(1):178-87.
Haug A. Improving the design phase through interorganisational product knowledge models. International Journal of Production Research. 2013;51(2):626-39.
Liebowitz J, Ayyavoo N, Nguyen H. Cross-generational knowledge flows in edge organizations. Industrial Management & Data Systems. 2007;107(8):1123-53.
Jemielniak D, Kozminski AK. Zarządzanie wiedzą. Warszawa: Wolters Kluwer Polska. 2012; p. 496.
Palacios-Marques D, Cortes-Grao R, Carral CL. Outstanding knowledge competences and web 2.0 practices for developing successful e-learning project management. International Journal of Project Management. 2013;31(1):14-21.
Piraquive FND, Garcia VHM, Aguilar L. Technological Tools Virtual Collaborative to Support Knowledge Management in Project Management. 7th International Conference on Knowledge Management in Organizations: Service and Cloud Computing. 2013;172:163-74.
Spalek S. Improving Industrial Engineering Performance through a Successful Project Management Office. Inzinerine Ekonomika-Engineering Economics. 2013;24(2):88-98.
Pasian BL. Project management maturity: a critical analysis of existing and emergent contributing factors. Sydney: Faculty of Design, Architecture and Building, University of Technology. 2011; p. 266.
Kimura F, Obashi A. International Production Networks in Machinery, Industries: Structure and Its Evolution. Faculty of Economics, Keio University, Japan. 2010.
GTI. The Machinery & Equipment Industry in Germany. Industry Overview. 2013.
Velden Jvd. Market Surveillance Package and Product Safety –Preserving a Competitive Machinery Industry in Europe. 2013.
Spalek S. Dojrzałość przedsiębiorstwa w zarządzaniu projektami. Gliwice: Wydawnictwo Politechniki Śląskiej. 2013.
Liebowitz J. Cultural resistance to KM persists. Knowledge Management World [Internet]. November/December 2012; 21(10).
Spalek S. Dzielenie się wiedzą projektową w polskich przedsiębiorstwach. Zarys problematyki. Zarządzanie i Finanse, Journal of Management and Finance. 2013;11(1 Part 2):305-15.
Wyrozebski P. Praktyki zarządzania wiedzą projektową w polskich organizacjach – wyniki badań. E-mentor, Szkoła Główna Handlowa. 2011;42(5):64-75.
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
Tel: (001)347-983-5186