[pt] O objetivo geral proposto para este trabalho é analisar a existência de possíveis relações entre o nível de maturidade organizacional em gestão de pessoas e o nível de maturidade das práticas de treinamento, desenvolvimento e educação corporativa adotadas pelas organizações pesquisadas. Foram pesquisadas organizações nacionais e estrangeiras estabelecidas no país que fazem parte de vários segmentos econômicos, totalizando 108 respondentes válidos na amostra. Foi utilizado um survey eletrônico, realizado nos meses de janeiro e fevereiro de 2012, para a coleta de dados. Para a classificação dos níveis de maturidade dos processos de gestão de pessoas nas empresas, foi utilizado o modelo People capability maturity model (P-CMM), de Curtis, Hefley e Miller (2001). Para classificar os programas de treinamento, desenvolvimento e educação corporativa foi usado um conjunto de variáveis e indicadores de medição, obtido do referencial teórico formulado. Os dados coletados passaram por um tratamento estatístico sendo utilizadas técnicas estatísticas descritivas e análise multivariada. A metodologia adotada utilizará análise fatorial e para a medição e análise das relações entre os construtos será usada inferência estatística pelo método de teste de hipótese. Como resultado, o trabalho confirmou a hipótese proposta. / [en] The proposed overall objective for this work is to analyze the existence of possible relationships between the level of organizational maturity in people management and the level of maturity of practices in training, development and corporate education adopted by the organizations surveyed. Companies were both national and multinational ones and from different sectors of the economy, counting 108 valid answers in the analyzed sample. As the data collection instrument an electronic survey was realized from January to February 2012. To classify process maturity level on human resources of those companies, People capability maturity model (P-CMM) from Curtis, Hefley e Miller (2001) was utilized. To classify training and developing programs and corporate education it was utilized a group of variables end measurement indicators, extracted from theoretical reference. Data collected was processed using a statistical treatment being utilized techniques such as descriptive statistics and multivariate analysis. The adopted methodology will utilize factorial analysis and to make measurements and to analyze relationships between constructs will be utilized statistical inference by the hypothesis test method. As results, this research confirmed proposed hypothesis.

The aim of this thesis "Analysis of the project management in practice using project maturity models is to assess the project maturity level of a Czech company providing management consulting, technology and outsourcing services for telecommunication, banking and insurance sector across Central Europe region. Theoretical part is focused on selection and analysis of proper methodology. Practical part applies the chosen methodology Portfolio, Programme and Project Management Maturity Model to Cleverlance Enterprise Solutions Inc. Company. Based on results received during project management maturity evaluation, a set of recommendation is proposed in order to increase the project maturity level.

p. 1-118 / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2013-03-25T20:21:15Z No. of bitstreams: 1 11111eeee.pdf: 829986 bytes, checksum: 3973b829bcff09e1aa1dd858eeda8bc7 (MD5) / Approved for entry into archive by Tatiana Lima(tatianasl@ufba.br) on 2013-04-08T16:36:23Z (GMT) No. of bitstreams: 1 11111eeee.pdf: 829986 bytes, checksum: 3973b829bcff09e1aa1dd858eeda8bc7 (MD5) / Made available in DSpace on 2013-04-08T16:36:23Z (GMT). No. of bitstreams: 1 11111eeee.pdf: 829986 bytes, checksum: 3973b829bcff09e1aa1dd858eeda8bc7 (MD5) Previous issue date: 2003 / Esta dissertação possui dois objetivos básicos. Um deles é a comparação de três modelos de gerenciamento de projetos. O primeiro dos modelos é o elaborado pelo Instituto de Gerenciamento de Projetos (Project Management Intitute – PMI), que foi adotado como referência para as análises realizadas. O segundo modelo é o modelo real de gerenciamento de projetos, adotado como norma interna à Ciba Especialidades Químicas Ltda (caso de estudo), aplicado indistintamente a quaisquer projetos, independente do envolvimento ou não de tecnologia de automação. O terceiro e último modelo é um modelo prático desenvolvido com base na experiência do autor, aplicado especificamente a projetos de tecnologia de automação. O outro objetivo diz respeito a avaliação da maturidade no gerenciamento de projetos de tecnologia de automação com base na análise dos modelos de maturidade elaborados pelo OPM3 – Organizational Project Management Maturity Model – e por Harold Kerzner, consultor especializado da área de gerenciamento de projetos. A pesquisa realizada com base em questionário aplicado aos profissionais executivos, engenheiros e chefes de produção da organização, foi determinante nos resultados finais obtidos, os quais confirmaram as conclusões obtidas com a análise dos modelos de gerenciamento de projetos realizada. Como conclusão foram sugeridas algumas mudanças em termos funcionais no que tange às atividades e em termos sistêmicos relativamente às ferramentas de apoio no controle integrado de custos e cronogramas dos projetos de tecnologia de automação e, finalmente, ajustes em termos de capacitação na organização em gerenciamento de projetos. / Salvador

Background. Over the years, agile software development has become increasingly popular in the software industry. One of the reasons is that agile development addressed the needs of the organisations better than the traditional models, such as the waterfall model. However, the textbook version of agile development still leaves something to be desired. This could be learnt by observing the implementation of agile methods/frameworks in the industry. The teams often customize agile methods to suit their context-specific needs. When teams in the industry decide to adopt the agile way of working, they are confronted by a choice¾either they have to implement all the agile practices at a time or adopt them over the time. The former choice has shown to come with risks and, therefore, was found that practitioners generally preferred the latter. However, agile practices are not independent, they have dependencies amongst them. A new approach to agile development emerged in the recent years known as Agile Maturity Models (AMMs). AMMs claim to offer a better path to agile adoption. In AMMs, the practices are typically introduced gradually in a particular order. However, these AMMs are multifarious and haven’t been sufficiently evaluated¾especially in the industry practice. Thus, they need to be evaluated in order to understand their relevance in the industry.   Objectives. The goal is to evaluate the relevance of AMMs in the industry. By finding relevant AMMs, they could be used to alleviate the formation of agile teams and contribute toward their smoother functioning. By finding those that aren’t, this research could act as a cautionary to those practitioners who could potentially implement these AMMs and risk failure. The objectives are: identifying the agile practice dependencies in the AMMs; finding the agile practice dependencies in an agile team by conducting a case study in the industry; comparing the dependencies from the case study with those in the AMMs.
   Methods. The agile maturity models were identified and analysed. A case study was conducted on an agile team to identify the dependencies between the agile practices in the industry practice. Semi-structured interviews were conducted with members of the agile team. Qualitative coding was used to analyse the collected data. The dependencies from the case study were compared with the AMMs to achieve the aim of this research.   Results. It was found that dependencies between individual agile practices in the AMMs were almost never possible to be found. However, practices suggested in each maturity levels were derived. Hence, the dependencies were found in the maturity-level level. From the case study, 20 agile practice dependencies were found. 7/8 AMMs were found to be not relevant. 1 AMM couldn’t be evaluated as it heavily relied on the practitioner’s choices.   Conclusions. The researchers could use the evaluation method presented in this thesis to conduct more such evaluations. By doing so, the dynamics present in the industry teams could be better understood. On their basis, relevant AMMs could be developed in the future. Such AMMs could help practitioners leverage agile development.

Made available in DSpace on 2014-12-17T14:53:04Z (GMT). No. of bitstreams: 1 RafaelRS_DISSERT.pdf: 1466328 bytes, checksum: bccf6889f92e5e752322d5c2f9675bf4 (MD5) Previous issue date: 2011-12-09 / The purpose of this dissertation is to formulate guidelines for the improvement of maturity models, or the development of new ones, aiming at its application to project departments. The maturity of project management has become critical for organizations that develop projects and want to stand out in the market they serve. For this purpose, maturity models provide paths in order to guarantee that the institutionalization of project management is achieved in the best possible way. Generally, these models assess the organization, define its current situation in managing projects and propose steps to be performed in the search of more advanced levels of maturity. With the objective of contributing to the improvement of maturity models for specific cases, a bibliographical research was conducted for the preparation of a comparative analysis matrix and performed a case study for application of two maturity models (MMGP and PMMM levels 2 and 3), selected based on criteria found in the literature, in an engineering department of an oil company. The case study supported the realization of a comparative analysis of models, from which guidelines were formulated for improvement. The results showed that thedepartment is evaluated in a medium stage of maturity, recording significant progress in some dimensions assessed. They also found that the results of applying the two models are presented as complementary, although the model is highlighted by the greater depth of MMGP diagnostic, considering many variables in their levels of maturity than model PMMM (levels 2 and 3).Finally, directions have been formulated that contribute to the improvement of maturity models, taking in account the organizational environment in which this work was developed / O objetivo da presente disserta??o ? formular diretrizes para o aprimoramento de modelos de maturidade, ou para a elabora??o de novos modelos, visando a sua aplica??o a departamentos de projetos. A maturidade em gerenciamento de projetos tornou-se um fator cr?tico para organiza??es que desenvolvem projetos e querem destacar-se no mercado em que atuam. Para tanto, os modelos de maturidade fornecem caminhos para que a institucionaliza??o da gest?o de projetos seja alcan?ada da melhor maneira poss?vel. Geralmente, esses modelos avaliam a organiza??o, definem sua situa??o atual em gerir projetos e prop?e passos a serem realizados para avan?o do n?vel de maturidade. Visando contribuir para o aperfei?oamento dos modelos de maturidade para casos espec?ficos, formulando diretrizes de aprimoramento, foi realizada uma pesquisa bibliogr?fica para elabora??o de uma matriz de an?lise comparativa e realizado um estudo de caso para aplica??o de dois modelos de maturidade (MMGP e PMMM n?veis 2 e 3), selecionados a partir de crit?rios encontrados na literatura, em um departamento de engenharia de uma empresa do setor de petr?leo. O estudo de caso subsidiou a realiza??o de uma an?lise comparativa dos modelos, a partir da qual foram formuladas diretrizes de aprimoramento. Os resultados mostraram que o departamento avaliado encontra-se num est?gio mediano da maturidade, registrando avan?os significativos em algumas dimens?es avaliadas. Tamb?m foi verificado que os resultados da aplica??o dos dois modelos apresentam-se como complementares, embora destaque-se o modelo MMGP pela maior profundidade de diagn?stico, que leva em conta maior n?mero de vari?veis dentro de seus n?veis de maturidade do que o modelo PMMM (n?veis 2 e 3). Por fim, foram formulados direcionamentos que contribuem para o aprimoramento de modelos de maturidade, considerando o ambiente organizacional em que este trabalho foi desenvolvido

Informationstechnologie (IT) ist im heutigen Marktumfeld für viele Unternehmen längst zu einem erfolgsrelevanten Faktor geworden. Den Management- und Controllingprozessen von IT-Projekten ist somit besondere Aufmerksamkeit zu widmen, da sie die IT-Fähigkeiten der gesamten Organisation maßgeblich beeinflussen. Um diese Prozesse zu bewerten und zielgerichtet weiterzuentwickeln, sind Reifegradmodelle (Maturity Models) ein effektives Instrument. Für den speziellen Bereich des IT-Projektmanagements und -controllings existiert bereits eine Vielzahl von Reifegradmodellen. Obwohl einer der meistgenannten Nutzenaspekte von Reifegradmodellen in der Verbesserung der Prozesse liegt, ist die Erfolgsquote von IT-Projekten gering. Die Gründe hierfür sind vielfältig, liegen jedoch in erster Linie in einer unzureichenden Planung, Steuerung und Kontrolle des Projektverlaufs, zu geringer Beachtung von Projektinterdependenzen sowie einer fehlenden Ausrichtung der Prozesse an einer übergeordneten Strategie (Business-ITAlignment). In der vorliegenden Arbeit werden daher einige weit verbreitete Reifegradmodelle analysiert und gegenübergestellt. Es wird unter anderem untersucht, inwiefern bestehende Reifegradmodelle zum IT-Projektmanagement die wichtigen Teilaspekte des IT-Projektcontrollings sowie des Business-IT-Alignments abbilden. Die Untersuchung zeigt vor allem zwei Schwachstellen: Zum einen fokussieren viele Modelle bei der Prozessbetrachtung lediglich auf die operative Ebene und vernachlässigen strategische Aspekte des IT-Projektmanagements und -controllings. Zum anderen liefern zwar alle Modelle eine Beschreibung der Ist-Situation, können aber kaum konkrete Hinweise oder Handlungsanweisungen zur Verbesserung der Prozesse bereitstellen. Aufgrund dieser Erkenntnisse wird ein Ansatz für ein Reifegradmodell entwickelt, welcher die identifizierten Problembereiche adressiert. Besonders die Verknüpfung strategischer und operativer Elemente des Einzel- und Multiprojektcontrollings, die Beachtung spezieller Merkmale von IT-Projekten sowie der Vorschlag konkreter Maßnahmen und Controllinginstrumente zur Prozessverbesserung können einen erheblichen Mehrwert zu bereits vorhandenen Modellen erzeugen. Das entwickelte Modell trägt somit zum Verständnis der Relevanz eines erfolgreichen IT-Projektcontrollings bei, hilft durch seine Spezialisierung die entsprechenden Prozesse genauer zu analysieren und gibt praktische Hinweise zur gezielten Verbesserung. Für eine empirische Validierung und Weiterentwicklung sind jedoch weitere Studien notwendig.

Thesis (PhD)-- Stellenbosch University, 2013. / ENGLISH ABSTRACT: A telemedicine service is a healthcare service (-medicine) that is delivered over a distance (tele-). The interest in the potential of telemedicine to increase the quality, accessibility, utilization, e ciency and e ectiveness of healthcare services is fuelled by the rapid development of information and communication technology (ICT) and connectivity. Despite this potential, the success rate of telemedicine services disappoints. Many mistakes in the implementation of telemedicine services are repeated over and over again and best practices are not captured and replicated. This study responds to the need for reference models for the assessment and optimization of telemedicine services in a consistent, systematic and systemic way. Maturity models are reference models that describe typical patterns in the development of organizational capabilities and depict a sequence of stages towards the desired state. Many reference models exist that are applicable to telemedicine services, but none of these provide guidance for the optimization of services, like a maturity model does. Many maturity models exist within a health systems context, but none of these can be applied "as is" to telemedicine services. In this study an iterative top-down design approach is followed to develop a Telemedicine Service Maturity Model (TMSMM). This model facilitates the assessment of a telemedicine service on micro, meso, and macrolevel along all the domains that comprise the telemedicine health system. Sets of capability statements are de ned, which follow each other in a cumulative manner, hence providing a maturation path towards the desired maturity state. These sets of capability statements provide yardsticks according to which quantitative values are allocated to an intangible concept, such as maturity. Once an individual service is assessed, further actions towards the optimization of the service can be derived from these yardsticks. The multidimensional design of the TMSMM, as well as the fact that capability statements facilitate the consistent quanti cation of maturity, makes it possible to analyze the aggregated results of cohort of services. To accomplish this, principles of business intelligence and data warehouse design are applied together with online analytic processing (OLAP) procedures. The TMSMM addresses the previously unful lled need for a reference model to assess and optimize telemedicine services in a consistent, systematic and systemic way. This study spans several academic and professional domains and thereby contributes to the scienti c world of telemedicine and ehealth. / AFRIKAANSE OPSOMMING: 'n Telegeneeskunde diens is 'n gesondheidsdiens (-geneeskunde) wat oor 'n afstand gelewer word (tele-). Met die snelle ontwikkeling van inligtings-en kommunikasietegnologie hou telegeneeskunde die potensiaal in om die kwaliteit, toeganklikheid, benutting, doelmatigheid en doeltre endheid van gesondheidsdienste te verhoog. Ten spyte van hierdie potensiaal, stel die aantal onsuksesvolle telegeneeskunde dienste teleur. Heelwat foute in die implementering van telegeneeskundedienste word oor en oor gemaak, terwyl die beste praktyke nie vasgevang en herhaal word nie. Hierdie studie is onderneem in reaksie op die behoefte aan 'n verwysingsmodel vir die assessering en optimering van telegeneeskunde dienste op 'n konsekwente, sistematiese en sistemiese manier. Volwassenheidsmodelle is verwysingsmodelle wat tipiese patrone in die ontwikkeling van organisatoriese vermoeëns beskryf. Dit stip 'n aantal fases neer wat uiteindelik behoort te lei na die ideale organisatoriese toestand. Daar bestaan verskeie verwysingsmodelle wat van toepassing is op telegeneeskunde dienste, maar geeneen daarvan gee leiding met die oog op die optimering van die diens, soos in die geval van 'n volwassenheidsmodel nie. In hierdie studie word 'n iteratiewe van-bo-na-onder ontwerpsbenadering gevolg om 'n telegeneeskunde volwassenheidsmodel (TMSMM) te ontwikkel. Hierdie model fasiliteer die assessering van 'n telegeneeskunde diens op 'n mikro-, mesoen makrovlak en met betrekking to al die fasette waaruit 'n telegeneeskunde stelsel bestaan. 'n Aantal vermoeëstellings is gede nieer. Hierdie stellings volg op mekaar en akkumuleer om sodoende 'n volwassenheidspad na die verlangde toestand aan te dui. Hierdie vermoeëstellings verskaf maatstawwe waarvolgens kwantitiewe waardes toegeken kan word aan 'n ontasbare konsep, soos volwassenheid. Sodra 'n individuele diens geassesseer is, kan verdere aksies met die oog op die optimering van die diens afgelei word. Die multidimensionele ontwerp van die TMSMM, tesame met die feit dat die vermoeëstellings volwassenheid op 'n konsekwente manier kwanti seer, maak dit moontlik dat die data van 'n kohort dienste saamgevoeg kan word met die oog op analise. Beginsels van besigheidsintelligensie, datastoorontwerp asook aanlyn analitiese prosessering (OLAP) word hiervoor ingespan. Die TMSMM spreek tot die voorheen onvervulde behoefte aan 'n verwysingsmodel waarmee telegeneeskunde dienste geassesseer in geoptimeer word in 'n konsekwente, sistematiese en sistemiese manier. Hierdie studie strek oor verskeie akademiese en professionele domeine en lewer sodoende 'n bydrae tot die multidissiplinêre wetenskapswêreld van telegeeskunde en e-gesondheid.

<p><strong>Introduction </strong>– Project-based organizations face a series of challenges when trying to implement and manage their project portfolios successfully in line with their strategic goals. Good project portfolio management (PPM) practices play a crucial role in maintaining well performing portfolios, but PPM is still a fairly new academic field. And it was found that the current PPM literature embodies a gap in providing explicit governance criteria to assure consistent portfolio decision-making.</p><p><strong>Problem </strong>– What are the criteria of portfolio governance that contribute to better aligning the project portfolio to organizational strategy? Do project-based organizations in fact not implement a governance framework to guide their decision-making rationale? If there is some sort of a governance framework, do project-based organizations implement it in a consistent manner every time they take portfolio-related decisions?</p><p><strong>Purpose </strong>– The purpose of this study is two-fold. First, we attempt to fill a gap in the current PPM literature by proposing a portfolio governance framework that could enhance project portfolio decision-making. Secondly, it is our goal to find out whether decision makers in project-based organizations consistently cover all issues related to portfolio governance at portfolio meetings.</p><p><strong>Methodology</strong> – The study employs both qualitative & quantitative methods to fulfill the two-fold nature of the study. A Portfolio Governance Framework, comprising 26 statements, was developed on the grounds of existing literature on PPM, strategy & governance. The proposed Framework was then used as a basis to carry out an online survey in which 31 respondents (executive level) from 25 project-based organizations (operating in Sweden) were asked about how consistent they are in discussing relevant portfolio governance issues.</p><p><strong>Conclusion</strong> – The empirical findings of this study indicate that the majority of project-based companies do not employ a governance framework when it comes to portfolio decision-making. In the few cases that they do, it is mostly a set of policies that is not applied on a consistent basis.</p>

The integration and interoperability of autonomous and heterogeneous electronic government (e-government) systems of government departments and agencies for a seamless services delivery to citizens through one-stop e-government portals remain challenging issues in egovernment development. In recent years, Semantic Web technologies have emerged as promising solutions to these problems. Semantic Web technologies base on ontology allow the description and specification of electronic services (e-services), making it easy to compose, match, map and merge e-services and facilitate their semantic integration and interoperability. However, a unified and comprehensive methodology that provides structured guidelines for the semantic-driven planning and implementation of e-government systems does not exist yet. This study presents a methodology framework for the semantic-driven development of future e-government systems. The features of maturity models, software engineering and Semantic Web domains are investigated and employed to draw and specify the methodology framework. Thereafter, the semantic content of the methodology framework is further specified using ontology building methodology and Semantic Web ontology languages and platforms. The study would be useful to e-government developers, particularly those of developing countries where there is little or no practice of semantic content development in e-government processes as well as where little progress has been made towards the development of one-stop e-government portals for seamless services delivery to citizens. Part of the study would also be of interest to novice Semantic Web developers who might use it as a starting point for further investigations. / Thesis (Ph.D. (Computer Science))--North-West University, Potchefstroom Campus, 2012

Esta dissertação analisa os resultados e o papel da maturidade no gerenciamento de projetos em um ambiente corporativo por meio do estudo de três modelos de maturidade. Durante o processo de estudo, identificação e análise de cada modelo, será realizado um mapeamento de seus principais pontos fortes e fracos, bem como das oportunidades e ameaças identificadas pela aplicação de cada um desses modelos de maturidade. Para complementar, um estudo de caso real foi aplicado com o objetivo de avaliar o nível de maturidade no departamento de engenharia de novos projetos em uma grande empresa multinacional de manufatura eletrônica. Esta dissertação aborda ainda a contribuição positiva que as estruturas, ferramentas e técnicas de gerenciamento de projetos representam na conversão de projetos em sucesso e crescimento organizacional. Crescimento esse, sendo acompanhado e medido por meio do nível de maturidade em gerenciamento de projetos. Outro ponto também explorado está na importância do alinhamento das estruturas organizacionais com os objetivos corporativos da empresa, sustentado pelo planejamento estratégico de médio e longo prazo, mediante planos e estratégias organizacionais. / This dissertation analyzes the results and the maturity role in project management in a corporative environment through the study of three maturity models. During the study, identification and analysis process of each model, its strengths and weaknesses, as well as the opportunities and threats identified in the application of each one of these maturity models will be mapped. In addition, a real case study was applied aiming to evaluate maturity level in new products engineering department?s of a large electronic manufacturing company. This dissertation also addresses the positive contribution given by project management, on helping projects turning into success and organizational growth by means of its structures and supporting tools. With such growth being tracked and measured by the project management maturity level framework. Other aspect also analyzed, is the importance on aligning the organizational structures within the company\'s corporative goals, supported by the medium and long term strategical planning, using the organizational plans and strategies.