Search

Local government in New South Wales (NSW) is responsible for the delivery of a variety of projects, each with variable success measures. Due to the variation in success indicators, measurement of project management maturity (process and procedures) was sought. An industry specific project management maturity model was used to assess maturity levels. Using a mixed-methods approach, the project management maturity levels of NSW local government were determined. Correlation analysis was used to determine that maturity and organizational revenue are related.

© Cambridge University Press 2017. Introduction This chapter investigates people-related issues that span across organizations and projects by exploring relevant literature on the reported roles, skills, and competencies of project managers (PMs) and project portfolio managers (PPMs). The application of specific principles that are considered to support PMs and PPMs toward effective organizational project management (OPM) will be outlined, before describing how industry clusters may provide a further mechanism for knowledge sharing and project management competency development. Young and Conboy (2013) suggest that there has been increasing interest in project management competencies in recent times, with PMs seeking guidance on desired project management competencies, in addition to credentials that will enhance their careers. They also point out that, although competency standards have been developed by the relevant industry bodies for PMs (Association for Project Management, 2006; Australian Institute of Project Management, 2010) as a way of identifying basic performance requirements, there has not, as of 2017, been any attempt to develop a set of project portfolio management competencies. Given that PMs are likely to be responsible for more than one project concurrently, a move away from project management toward project portfolio management is suggested as relevant for contemporary organizations. Jonas (2010) states that a project portfolio constitutes a group of projects that compete for scarce resources and are conducted under the sponsorship or management of a particular organization. Whereas Jonas (2010) focuses on the roles and responsibilities of PPMs, particularly senior management involvement, Young and Conboy (2013) focus on the development of competency standards for PPMs. This chapter aims to propose a set of principles for OPM based on a review of accepted project management competencies. These principles are intended to form the basis for PMs and PPMs to improve their knowledge and competencies in OPM. One of the key problems with project management is the transitory nature of project teams. Team members join together to work on a project; the team is then disbanded when the project is completed, and members move on to join a new team and begin a new project. Thus, collective knowledge is unlikely to be perpetuated in this context. Grabher (2004) points out that projects are predicated on a dense fabric of lasting ties and networks that provide key resources of expertise, reputation, and legitimization relying on an intricate project ecology.

Adaptation of current procurement management practices is required to deliver projects in a rapidly changing environment. Construction projects historically go over budget, result in litigation, often failing to meet client expectations as a result of ineffective contract management. This paper proposes an innovative framework for major construction project selection, procurement, and implementation. Three opportunities will be identified and discussed. First, employ an experienced project manager at the earliest stage of the project. Second, appoint consultants to complete the design before a competitive tender is held. Third, separately contract the design and construction of the project. The paper suggests that combining these opportunities can lower the risk of project failure and ultimately deliver benefits through effective management of major construction projects.

Many occupations aspire to recognition as a profession. The question of whether or not project management is a profession has arisen multiple times within the literature, but answers vary. It is possible to identify common traits that typify occupations that are consistently agreed to have professional status. Project management is reviewed against these professional traits. This study also reports on the findings of two surveys, which provide insight into project managers’ perceptions of their own field. Survey responses are compared to their perceptions of change management, an arguably comparable field. Then, project managers’ views are compared to the general public’s perception of project management. It is found that a number of the archetypal traits of professions may not be relevant or desirable for project management. However, some approaches for developing the image of the field of project management to professional status are identified and discussed.

Project Management and Change Management are two management disciplines that contribute to the delivery of organizational changes. However, there is a lack of clarity about how these disciplines should work together, and evidence that there is some rivalry about which discipline should be managing organizational change projects. This research has analysed the responses of project managers and change managers to an online survey regarding each discipline’s influence over factors that have been identified as critical to project success. The results have been used to determine factors that were more typically influenced by each discipline. Significant differences of opinion about how these disciplines perceived the other’s contribution were also identified from the results, suggesting possible sources of conflict between the disciplines. These results were used to create a framework to determine project manager and change manager responsibility for aspects of the delivery of a project, based on where significant project risks are anticipated.

Project Managers and Change Managers both contribute to the planning and execution of organisational change projects. However, it is not clear how these disciplines should work together to deliver these projects. This research examined how Project Managers and Change Managers regard the contribution of both disciplines to different project stages and activities. Activities that uncontentiously fit within the domain of one discipline or the other were identified, allowing for the development of an activity-based comparative identity for these disciplines. Also identified were the activities and stages that were the subject of significant disagreement between the disciplines. Such activities are the likely sources of conflict between the disciplines, both in terms of abstract disciplinary boundary and workplace responsibility division. This research will be of value to Project Managers and Change Managers, by helping to identify potential areas of conflict, and developing a greater understanding of how both disciplines regard the other.