Organizations that encourage collaboration and strong communication among project team members are expected to perform better.
Projects also fail to meet time, cost, and expectation targets.Software development projects, for instance, are known for being completed way over budget and behind schedule (Gray & Larson, 2003).However, there is no one optimum level of maturity that is appropriate for every organization (Wheatley, 2007). Her research interests include project management, knowledge management systems, supply-chain simulation, quality management, and organizational collaboration.Although we would expect that companies with more mature project management practices will have better project performance, the previous findings are conflicting. Her papers have appeared in IEEE Transactions on Engineering Management, the Journal of Computer Information Systems, Information and Management, the Journal of Manufacturing Technology Management, and several conference proceedings, including Proceedings of Decision Sciences Institute, Industrial Engineering Research Conferences, the Hawaii International Conference on System Sciences, and Symposium on Human Factors in Information Systems.Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations.
KEYWORDS: project performance; project management maturity; organizational culture; clan Despite the developing tools and techniques in project scheduling, as well as the increasing number of heavyweight project organizations, projects fail in dealing with uncertainty.
Despite the extensive research in project management processes and techniques, as well as in project leadership, organizational culture is largely underexamined in project management research. As the assessment may vary among projects, give a higher number of scores to the alternative that most represents the majority of the projects.
The purpose of this study is to fill these gaps and determine the relationship between project maturity and organizational culture and how this relates to project and resulting business performance. Kraut (Ed.), Organizational surveys: Tools for assessment and change (pp. This material has been reproduced with the permission of the copyright owner.
Additionally, the role of organizational factors in knowledge and technology transfer and work-team effectiveness has been recently studied by several researchers (Belassi et al., 2007; Doolen, Hacker, & Van Aken, 2003; Gopalakrishnan & Santoro, 2004; Nahm, Vonderembse, & Koufteros, 2004). Distribute 100 scores among these four alternatives depending on the extent to which each alternative is similar to your own organization.
Firms with more flexible, change-oriented cultures were found to be associated with higher levels of technology transfer (Gopalakrishnan & Santoro, 2004). Give a higher number of scores to the alternative that is most similar to your organization.
A recent Standish Group (2007) report indicates that a staggering 39% of projects with budgets over US million failed.