A Step for Improving the Transition Between Traditional Project Management to Agile Project Management Using a Project Management Maturity Model.
Keywords:
Project Management, Agility, Project Management Maturity Model, Assessment, Case StudyAbstract
Agile Project Management (APM) is supposed to replace the Traditional Project Management (TPM) in the software sector and also in many non-IT sectors. In this paper, we present the concept of project management ‘agilification’ as a smooth transition from TPM to APM. In order to develop their APM capabilities, companies need APM maturity models and scenarios to transform their project management routines. We defend that a key instrument of the TPM, which is the Project Management Maturity Model (P3M), can be adapted to APM. After identifying key principles in both TPM and APM, their convergences and divergences, this paper proposes a conceptual and practical framework consisting of behavior ontologies and two tools that facilitate this agilification: a maturity grid and a diagram displaying agilification scenarios. These proposals are applied on a case study related to the schedule management audit carried out by consultants in a large company.
References
Andersen, E. S., & Jessen, S. A. (2003). Project maturity in organisations. International Journal of Project Management, 21(6), 457–461. https://doi.org/10.1016/S0263-7863(02)00088-1
Conforto, E. C., Amaral, D. C., da Silva, S. L., Di Felippo, A., & Kamikawachi, D. S. L. (2016). The agility construct on project management theory. International Journal of Project Management, 34(4), 660–674. https://doi.org/10.1016/j.ijproman.2016.01.007
Cooke-Davies, T. (2002). The “real” success factors on Cooke-Davies, T., 2002. The “real” success factors on projects. International Journal of Project Management, 20(3), pp.185–190.projects. International Journal of Project Management, 20(3), 185–190. https://doi.org/10.1016/S0263-7863(01)00067-9
Cooke-Davies, T. J., & Arzymanow, A. (2003). The maturity of project management in different industries: An investigation into variations between project management models. International Journal of Project Management, 21(6), 471–478. https://doi.org/10.1016/S0263-7863(02)00084-4
Cooke-Davies, T. J., Crawford, L. H., & Lechler, T. G. (2009). Project management systems: Moving project management from an operational to a strategic discipline. Project Management Journal. https://doi.org/10.1002/pmj.20106
Dalcher, D. (2011). Project management the agile way: Making it work in the enterprise. Project Management Journal, 42(1), 92–92. https://doi.org/10.1002/pmj.20229
Dijksterhuis, E., & Silvius, A. J. G. (2017). The Design Thinking Approach to Projects. The Journal of Modern Project Management, 1(1). https://doi.org/10.19225/JMPM01204
Elonen, S., & Artto, K. A. (2003). Problems in managing internal development projects in multi-project environments. International Journal of Project Management, 21(6), 395–402. https://doi.org/10.1016/S0263-7863(02)00097-2
Gillard, S. (2009). Soft Skills and Technical Expertise of Effective Project Managers. Issues in Informing Science and Information Technology, 6, 723–729. https://doi.org/10.28945/1092
Görög, M. (2016). A broader approach to organisational project management maturity assessment. International Journal of Project Management, 34(8), 1658–1669. https://doi.org/10.1016/j.ijproman.2016.08.011
Grant, K. P., & Pennypacker, J. S. (2006). Project management maturity: An assessment of project management capabilities among and between selected industries. IEEE Transactions on Engineering Management, 53(1), 59–68. https://doi.org/10.1109/TEM.2005.861802
Henriksen, A., & Pedersen, S. (2017). A qualitative case study on agile practices and project success. Journal of Modern Project Management, 5(1). https://doi.org/10.19255/JMPM01306
Jugdev, K., & Thomas, J. (2002). Project Management Maturity Models: The Silver Bullets of Competitive Advantage? Project Management Journal, 33(4), 4–14.
Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. New York: John Wiley & Sons. https://doi.org/10.1016/0377-2217(82)90164-3
Kwak, Y. H., & Ibbs, C. W. (2002). Project Management Process Maturity (PM) 2 Model. Journal of Management in Engineering, 18(3), 1–6.
Lasrado, L. A., Vatrapu, R., & Andersen, K. N. (2015). Maturity Models Development in IS Research: A Literature Review, 6(c). Retrieved from http://everware-cbdi.com/private/downloads/_uYGGxiMGoBpSP4jZJqSrg/An Update to the SOA Adoption Roadmap Framework.pdf
Lee, L., Reinicke, B., Sarkar, R., & Anderson, R. (2015). Learning through interactions: Improving project management through communities of practice. Project Management Journal, 46(1), 40–52. https://doi.org/10.1002/pmj.21473
March, J. G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71–87. https://doi.org/10.1287/orsc.2.1.71
McClory, S., Read, M., & Labib, A. (2017). Conceptualising the lessons-learned process in project management: Towards a triple-loop learning framework. International Journal of Project Management, 35(7), 1322–1335. https://doi.org/10.1016/j.ijproman.2017.05.006
Mintzberg, H. (1978). Patterns in Strategy Formation. Management Science, 24(9), 934–948. https://doi.org/10.1287/mnsc.24.9.934
Mintzberg, H. (1980). Structure in 5’s: A Synthesis of the Research on Organization Design. Management Science, 26(3), 322–341. https://doi.org/10.1287/mnsc.26.3.322
Pasian, B., Sankaran, S., & Boydell, S. (2012). Project management maturity: a critical analysis of existing and emergent factors. International Journal of Managing Projects in Business, 5(1), 146–157. https://doi.org/10.1108/17538371211192946
PMI. (2013). Organizational Project Management Knowledge Foundation Maturity Model (OPM3): Knowledge Foundation. Newtown Square, Pennsylvania: Project Management Institute, Inc. Retrieved from http://faculty.kfupm.edu.sa/MGM/bubshait/project management/PDF/opm3KF.pdf
Project Management Institute. (2016a). A guide to the project management body of knowledge (PMBOK ® guide). Project Management Institute (6th ed.). Pennsylvania. USA. https://doi.org/10.1002/pmj.20125
Project Management Institute, P. (2016b). A Guide to the Project Management Body of Knowledge - PMBOK Guide (6th ed.). Pennsylvania. USA: Project Management Institute, Inc. https://doi.org/10.1002/pmj.21345
Ramazani, J., & Jergeas, G. (2015). Project managers and the journey from good to great: The benefits of investment in project management training and education. International Journal of Project Management, 33(1), 41–52. https://doi.org/10.1016/j.ijproman.2014.03.012
Rose, K. H. (2010). Effective Project Management: Traditional, Agile, Extreme, Fifth Edition. Project Management Journal, 41(2), 84. https://doi.org/10.1016/S0263-7863(01)00028-X
Schumacher, A., Erol, S., & Sihn, W. (2016). A Maturity Model for Assessing Industry 4.0 Readiness and Maturity of Manufacturing Enterprises. Procedia CIRP, 52(1), 161–166. https://doi.org/10.1016/j.procir.2016.07.040
Serrador, P. (2013). The impact of planning: On project success a literature review. Journal of Modern Project Management, 1(2). https://doi.org/10.3963/JMPM.V1I2.30
Serrador, P., & Pinto, J. K. (2015). Does Agile work? - A quantitative analysis of agile project success. International Journal of Project Management, 33(5), 1040–1051. https://doi.org/10.1016/j.ijproman.2015.01.006
Setpathy, T. (2016). Scrum Body of Knowledge. SCRUM Body of Knowledge. https://doi.org/10.1017/CBO9781107415324.004
Silvius, A. J. G., & Schipper, R. (2015). Developing a maturity model for assessing sustainable project management. Journal of Modern Project Management, 3(1). https://doi.org/10.3963/jmpm.v3i1.112
Software Engineering Institute. (2006). CMMI ® for Development , Version 1 . 3. Framework, (August), 573. https://doi.org/CMU/SEI-2006-TR-008 ESC-TR-2006-008
Tushman, M. L., & Nadler, D. A. (1978). Information processing as an integrating concept in organizational design. The Academy of Management Review, 3(3), 613–624. https://doi.org/10.2307/257550
Whyte, J., Stasis, A., & Lindkvist, C. (2016). Managing change in the delivery of complex projects: Configuration management, asset information and “big data.” International Journal of Project Management, 34(2), 339–351. https://doi.org/10.1016/j.ijproman.2015.02.006
Downloads
Published
Issue
Section
License
Copyright (c) 2022 Felipe Sanchez, Jean-Pierre Micaelli, Eric Bonjour
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.