Made available in DSpace on 2014-06-11T19:32:22Z (GMT). No. of bitstreams: 0 Previous issue date: 2011-07-20Bitstream added on 2014-06-13T18:43:41Z : No. of bitstreams: 1 souza_hjc_dr_guara.pdf: 6711689 bytes, checksum: 6d5b4089094aeb576b06d39420bbc204 (MD5) / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / A medição de maturidade em gerenciamento de projetos é utilizada pelas organizações no intuito de construir condições favoráveis de sucesso em projetos. Os objetivos deste trabalho consistem em estruturar e analisar um modelo de avaliação de maturidade em gerenciamento de projetos fundamentado em pesquisas quantitativa e qualitativa, tendo como fatores contribuintes a existência de um sistema de medição de desempenho, de um escritório de gerenciamento de projetos e de um estrutura organizacional claramente definida nas organizações. Um levantamento tipo survey foi direcioando aos profissionais específicos de área de gerenciamento de projetos, cujos resultados foram submetidos a uma análise multivariada por meio da aplicação da técnica dos minimos quadrados parciais ou partial leas square (PLS). A pesquisa também contemplou uma análise de consistência das respostas do qustionário escolhido baseada em sistemas especialistas Fuzzy, que é uma contribuição científica inádita. A identificação da influência e do impacto individual dos fatores contribuintes permitiu desenvolver um modelo de avaliação da maturidade em gerenciamento de projetos e analisá-lo por meio de um estudo de caso múltiplo. Este modelo traz a inovação na sua dinâmica de utilização por aumentar sua precisão ao incorporar dados das respostas á sua base original e também por possuir embasamento estatístico. Seu ineditismo o distingue dos demais modelos existentes apresentando-o como consistente, de fácil aplicação e capaz de fornecer subsídios para a evolução da maturidade em gerenciamento de projetos nas organizações / The measurement of maturity in project management is used by organizations in orderto reache favorable conditions for projects success. The objectives of this work consist of structuring and analyzing and evaluation model of maturity in project management based on quantitative and qualitative research, wich one considers contributing factors such as the existence of a performance measurement system, a project management office and a clearly defined organizational structure. A survey was aimed at professionals of project management area and the results were submitted to a multivariate analysis by partical least squares technique application. The research also contemplates a consistency analysis of the chosen questionnaire responses basedon Fuzzy Expert Systems, what is an original scientific contribution. The identification of the influence and individual impacts of the contributing factors allowed to structuring a model for a evaluating maturity in project management and analyzing it by a multiple case study. This model breaks new ground in its dynamic use for increasing accuracy by incorporating new responses data in its original database, and also for having statistical foundation. Its originality distinguishes it from other existing models and is qualified as a considtent, easy to use and able to provide subsidies for the development of maturity in project management in organizations

Resumo: A medição de maturidade em gerenciamento de projetos é utilizada pelas organizações no intuito de construir condições favoráveis de sucesso em projetos. Os objetivos deste trabalho consistem em estruturar e analisar um modelo de avaliação de maturidade em gerenciamento de projetos fundamentado em pesquisas quantitativa e qualitativa, tendo como fatores contribuintes a existência de um sistema de medição de desempenho, de um escritório de gerenciamento de projetos e de um estrutura organizacional claramente definida nas organizações. Um levantamento tipo survey foi direcioando aos profissionais específicos de área de gerenciamento de projetos, cujos resultados foram submetidos a uma análise multivariada por meio da aplicação da técnica dos minimos quadrados parciais ou partial leas square (PLS). A pesquisa também contemplou uma análise de consistência das respostas do qustionário escolhido baseada em sistemas especialistas Fuzzy, que é uma contribuição científica inádita. A identificação da influência e do impacto individual dos fatores contribuintes permitiu desenvolver um modelo de avaliação da maturidade em gerenciamento de projetos e analisá-lo por meio de um estudo de caso múltiplo. Este modelo traz a inovação na sua dinâmica de utilização por aumentar sua precisão ao incorporar dados das respostas á sua base original e também por possuir embasamento estatístico. Seu ineditismo o distingue dos demais modelos existentes apresentando-o como consistente, de fácil aplicação e capaz de fornecer subsídios para a evolução da maturidade em gerenciamento de projetos nas organizações / Abstract: The measurement of maturity in project management is used by organizations in orderto reache favorable conditions for projects success. The objectives of this work consist of structuring and analyzing and evaluation model of maturity in project management based on quantitative and qualitative research, wich one considers contributing factors such as the existence of a performance measurement system, a project management office and a clearly defined organizational structure. A survey was aimed at professionals of project management area and the results were submitted to a multivariate analysis by partical least squares technique application. The research also contemplates a consistency analysis of the chosen questionnaire responses basedon Fuzzy Expert Systems, what is an original scientific contribution. The identification of the influence and individual impacts of the contributing factors allowed to structuring a model for a evaluating maturity in project management and analyzing it by a multiple case study. This model breaks new ground in its dynamic use for increasing accuracy by incorporating new responses data in its original database, and also for having statistical foundation. Its originality distinguishes it from other existing models and is qualified as a considtent, easy to use and able to provide subsidies for the development of maturity in project management in organizations / Orientador: Valério Antônio Pamplona Salomon / Coorientador: Carlos Eduardo Sanches da Silva / Banca: Fernando Augusto Silva Marins / Banca: Carlos Henrique Pereira Mello / Banca: Luis Alberto Duncan Rangel / Banca: Osvaldo Luiz Gonçalves Quelhas / Doutor

A crescente busca pela utilização do gerenciamento de projetos enquanto diferencial estratégico no mercado atual e, mais recentemente, a procura pelo gerenciamento de projetos formal e estruturado, como parte da estratégia competitiva da organização, associadas à popularização do termo maturidade, justificam o conceito de maturidade em gerenciamento de projetos e a existência dos modelos de maturidade em gerenciamento de projetos. Existem atualmente diversos modelos de maturidade no mercado. A maioria deles está alinhada a um guia de conhecimento, que é utilizado como medida comparativa na avaliação do nível de maturidade da organização, e classifica o estágio de maturidade da organização em cinco níveis. Difere dos demais o modelo Organizational Project Management Maturity Model (OPM3®), proposto pelo Project Management Institute (2003). Ao invés de ser concebido como um modelo de níveis de maturidade, tem como enfoque três elementos (conhecimento, avaliação e melhoria), através dos quais o modelo se auto-atribui a capacidade de vincular projetos à estratégia organizacional. O presente estudo procurou avaliar a contribuição da maturidade em gerenciamento de projetos para a seleção de projetos de acordo com a estratégia organizacional. Quanto ao método de pesquisa, foi utilizado o survey, tendo como fonte de evidência um questionário auto-administrado web-based. A população de interesse do pesquisador foi composta pelas organizações estabelecidas no Brasil que se utilizam do gerenciamento de projetos; a amostra da pesquisa foi constituída de profissionais da área de gerenciamento de projetos da rede de contatos do pesquisador. As 78 respostas válidas obtidas com o survey foram submetidas às análises descritiva e inferencial. Em relação aos resultados obtidos, foi possível comprovar que a utilização do modelo OPM3® para avaliação do nível de maturidade da organização influencia a prática da seleção de projetos relacionados à estratégia organizacional. Não foi possível provar que a prática da seleção de projetos relacionados à estratégia organizacional seja influenciada pela existência de processo de formulação da estratégia ou pelo estágio de maturidade predominante na organização para cada domínio (projeto, programa e portfólio). Em se tratando das limitações do estudo, citam-se a pequena quantidade de empresas brasileiras onde o questionário de Auto-Avaliação proposto pelo OPM3® foi utilizado e a obtenção da visão da organização através da percepção do respondente (em alguns casos as questões exigiam uma resposta subjetiva). Por sua vez, a principal contribuição obtida com a pesquisa refere-se à identificação de elementos facilitadores da seleção de projetos relacionados à estratégia organizacional. Como contribuição secundária, pode ser citada a ampliação da quantidade de pesquisas acadêmicas realizadas com apoio de tecnologia para o recebimento dos dados, neste caso, email e hospedagem na Internet. Outras contribuições referem-se à proposição do modelo teórico para a pesquisa e à realização da pesquisa de campo em si, esta última permitindo a obtenção de dados sobre empresas nacionais no que tange ao gerenciamento de projetos e à utilização do modelo OPM3® para avaliação do nível de maturidade. / The increasing use of project management as strategic differential in our market and, most recently, the search of formal and structured project management, as part of organizational competitive strategy, in association with the maturity concept popularization, justify the concept of project management maturity and the existence of project management maturity models. There are many maturity models at the market. Most of them are aligned with a project management body of knowledge, used as reference to the organizational maturity level evaluation, and classify the organizational maturity stage into five linear levels. The Organizational Project Management Maturity Model (OPM3®), developed under the stewardship of the Project Management Institute (2003), is different. Instead of being designed as a system of levels of maturity, it focuses on three basic elements (knowledge, assessment and improvement), through which the model assigns itself the capability of join organizational strategy and projects. This study aimed to evaluate the contribution of project management maturity into bridging strategy and individual projects. The research method used was the survey, and the measurement instrument was a web-based self-assessment questionnaire. The population frame was composed by Brazilian organizations that use project management; the research sample was composed by researcher networking professionals used to work at project management area. The 78 valid responses obtained through survey were analyzed by descriptive and statistical inference. Regarding the results, it was possible to prove that OPM3® model application in order to assess organizational maturity level acts on the project selection according to organizational strategy. It was not possible to prove that project selection according to organizational strategy depends on the formulation process of the strategy or the organizational maturity stage for each domain (project, program and portfolio). Among the study limitations, there was the small quantity of Brazilian companies that had used Self-Assessment tool provided in OPM3® and the collection of organizational view through the respondent perceptions (in some cases the questions requested a subjective answer). On the other hand, the main research contribution was the identification of helpful agents of project selection according to organizational strategy. As a secondary contribution, the growing in academical research using technological support to data collection, in this case, e-mail and web-based, might be mentioned. Other contributions refer to the theoretical model proposed to the study and the field research itself, this one allowing data collection about project management and the use of OPM3® model to maturity level assessment in Brazilian companies.

A crescente busca pela utilização do gerenciamento de projetos enquanto diferencial estratégico no mercado atual e, mais recentemente, a procura pelo gerenciamento de projetos formal e estruturado, como parte da estratégia competitiva da organização, associadas à popularização do termo maturidade, justificam o conceito de maturidade em gerenciamento de projetos e a existência dos modelos de maturidade em gerenciamento de projetos. Existem atualmente diversos modelos de maturidade no mercado. A maioria deles está alinhada a um guia de conhecimento, que é utilizado como medida comparativa na avaliação do nível de maturidade da organização, e classifica o estágio de maturidade da organização em cinco níveis. Difere dos demais o modelo Organizational Project Management Maturity Model (OPM3®), proposto pelo Project Management Institute (2003). Ao invés de ser concebido como um modelo de níveis de maturidade, tem como enfoque três elementos (conhecimento, avaliação e melhoria), através dos quais o modelo se auto-atribui a capacidade de vincular projetos à estratégia organizacional. O presente estudo procurou avaliar a contribuição da maturidade em gerenciamento de projetos para a seleção de projetos de acordo com a estratégia organizacional. Quanto ao método de pesquisa, foi utilizado o survey, tendo como fonte de evidência um questionário auto-administrado web-based. A população de interesse do pesquisador foi composta pelas organizações estabelecidas no Brasil que se utilizam do gerenciamento de projetos; a amostra da pesquisa foi constituída de profissionais da área de gerenciamento de projetos da rede de contatos do pesquisador. As 78 respostas válidas obtidas com o survey foram submetidas às análises descritiva e inferencial. Em relação aos resultados obtidos, foi possível comprovar que a utilização do modelo OPM3® para avaliação do nível de maturidade da organização influencia a prática da seleção de projetos relacionados à estratégia organizacional. Não foi possível provar que a prática da seleção de projetos relacionados à estratégia organizacional seja influenciada pela existência de processo de formulação da estratégia ou pelo estágio de maturidade predominante na organização para cada domínio (projeto, programa e portfólio). Em se tratando das limitações do estudo, citam-se a pequena quantidade de empresas brasileiras onde o questionário de Auto-Avaliação proposto pelo OPM3® foi utilizado e a obtenção da visão da organização através da percepção do respondente (em alguns casos as questões exigiam uma resposta subjetiva). Por sua vez, a principal contribuição obtida com a pesquisa refere-se à identificação de elementos facilitadores da seleção de projetos relacionados à estratégia organizacional. Como contribuição secundária, pode ser citada a ampliação da quantidade de pesquisas acadêmicas realizadas com apoio de tecnologia para o recebimento dos dados, neste caso, email e hospedagem na Internet. Outras contribuições referem-se à proposição do modelo teórico para a pesquisa e à realização da pesquisa de campo em si, esta última permitindo a obtenção de dados sobre empresas nacionais no que tange ao gerenciamento de projetos e à utilização do modelo OPM3® para avaliação do nível de maturidade. / The increasing use of project management as strategic differential in our market and, most recently, the search of formal and structured project management, as part of organizational competitive strategy, in association with the maturity concept popularization, justify the concept of project management maturity and the existence of project management maturity models. There are many maturity models at the market. Most of them are aligned with a project management body of knowledge, used as reference to the organizational maturity level evaluation, and classify the organizational maturity stage into five linear levels. The Organizational Project Management Maturity Model (OPM3®), developed under the stewardship of the Project Management Institute (2003), is different. Instead of being designed as a system of levels of maturity, it focuses on three basic elements (knowledge, assessment and improvement), through which the model assigns itself the capability of join organizational strategy and projects. This study aimed to evaluate the contribution of project management maturity into bridging strategy and individual projects. The research method used was the survey, and the measurement instrument was a web-based self-assessment questionnaire. The population frame was composed by Brazilian organizations that use project management; the research sample was composed by researcher networking professionals used to work at project management area. The 78 valid responses obtained through survey were analyzed by descriptive and statistical inference. Regarding the results, it was possible to prove that OPM3® model application in order to assess organizational maturity level acts on the project selection according to organizational strategy. It was not possible to prove that project selection according to organizational strategy depends on the formulation process of the strategy or the organizational maturity stage for each domain (project, program and portfolio). Among the study limitations, there was the small quantity of Brazilian companies that had used Self-Assessment tool provided in OPM3® and the collection of organizational view through the respondent perceptions (in some cases the questions requested a subjective answer). On the other hand, the main research contribution was the identification of helpful agents of project selection according to organizational strategy. As a secondary contribution, the growing in academical research using technological support to data collection, in this case, e-mail and web-based, might be mentioned. Other contributions refer to the theoretical model proposed to the study and the field research itself, this one allowing data collection about project management and the use of OPM3® model to maturity level assessment in Brazilian companies.

Thesis (M.Com. (Business Management)) -- University of Limpopo, 2020 / This research focuses on the evaluation of the project management maturity at Eskom. The problem is that Eskom struggled with delivery of projects as planned. The main objective of this research was to identify an applicable PMMM to assess the project management maturity level of Eskom’s core business units, namely Transmission, Distribution and Generation, by assessing its capability to undertake projects effectively in order to provide electricity to the Southern Africa communities. A quantitative research methodology was selected. A survey was conducted with a closed-ended questionnaire made up of three parts (Applicable project management maturity model, project management culture and project management organisation strategy maturity). The population consisted of senior project managers, project managers, and related project management personnel from Eskom in MegaWatt Park Johannesburg. 200 questionnaires were distributed to the Eskom business units, namely Distribution, Generation and Transmission project management employees, selected purely on their experience and knowledge, hence purposive sampling was used. Surveys were emailed to the respective project management personnel with the help of the senior manager. 133 were returned. This is a response rate of 66 %, which was deemed acceptable. Descriptive statistics was utilised to assess the project management maturity level of Eskom business units. Statistical Package for Social Sciences version 24 (SPSS) was utilised for the purpose of data and reliability analysis. Correlation and linear regression analysis were undertaken to evaluate influence of maturity levels of organisational strategy and culture on the project management maturity level. A Cronbach’s Alpha was utilised to measure the reliability of the data. It was concluded there were project management process areas, not performing well. Namely: project time management, project cost management and project procurement management. The assessment of project management organisational factors indicated that project management culture maturity did not perform well. It performed under the project management maturity level of Eskom. The recommendations of this study are that the applicable project management maturity model proposed should be continuously utilised to evaluate the project management maturity of Eskom on an ongoing basis; there should be a significant cultural change and a project management office should be established.

Organizations are seen as custodians of portfolio of projects and are increasingly delivering their businesses through multiple complex programs. To be successful in delivering their businesses, these organizations are required to build a project management capability within their structures. Projects today have become far more than solving of technical problems; they have become more of venues for mastering business and change. Project maturity is used as an indication of or a measurement of the organisation’s ability to use projects for different purposes. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change. Project Management Maturity Models are regarded as effective tools for benchmarking and implementing improvements in organisational performance. In this Dissertation, a study in applying project management maturity model to review, assess, and analyze the degree of organizational project management maturity of one of the Professional Soccer clubs participating in the Premier Soccer League (PSL) in South Africa is presented. The project management practices and capabilities of the PSL Soccer clubs are reflected. The purpose of this paper is to not only demonstrate the methodology and results of the assessment, but to also report on the outcome of the study and propose the necessary recommendations for improvement. The research was strictly focused on those Professional Soccer clubs which are participating in the South African PSL. For confidentiality purposes, the club in this dissertation is referred to as “The Club”. There has been no similar study that has been carried out in this field before. Therefore, this study aims to break new grounds in conducting a research of this kind in this specific sports field. The main research question posed in this study is: What is the level of organizational project management maturity of the South African PSL Soccer clubs? This research question is supported by five other sub-questions which are answered in a research chapter dealing with the synthesis and analysis of the research results. These research questions were motivated by the following reasons: Organizations are changing drastically in their fundamental ways of conducting business. This change is happening within a short period of time and at an accelerated pace. This change occurs both structurally, operationally, and culturally in response to factors such as globalization, new technology, competition, and the world economy that is various challenges in the marketplace. Organizations are also under pressure to improve on their performance in order to maintain high levels of competitiveness and continue to be successful in the global marketplace and therefore, consistent improvement on their projects or program delivery is required in order to attain competitive advantage and sustained growth. Therefore, considering the reasons presented above, the researcher found it necessary to evaluate the current levels of project management maturity in the PSL Soccer clubs. In order to achieve the study objectives two models were used as tools to assess the degree of The Club’s project management maturity and further highlighted a recommended path for improvement. Firstly, Organisational Project Management Maturity (OPM3) model, which is a standard developed under the stewardship of Project Management Institute (PMI), was used as the main model. Secondly, the Integrated Management Systems Incorporated’s (IMSI) project management assessment model was also used as a supporting model.

Due to the complex nature of construction projects, delay risks are more widespread in the construction sector than elsewhere. This poses a problem for the industry, since it is already at risk because of the recent global economic recession. Indeed, the financial crisis in late 2008 arrested economic development in the construction sector in the United Arab Emirates (UAE), with the result that investors’ confidence in the sector is severely depressed. In this situation, effective risk response is urgently required, since it aims to ensure that all project objectives, including avoiding delays, are met. In itself, the risk response process is a core element of risk management and perhaps the most important area needs to be improved. The aim of the research work that underpins this thesis was to develop a model for effective risk response to help in controlling delay risks. First, the strengths and weaknesses of current risk response processes have been analysed through a comprehensive critical literature review. Common causes of delay risks have been identified and various traditional measures used for their control have been critically reviewed. The greatest deficiencies in all published measures of delay risks control in construction projects are related to the lack of risk response development and appropriate measures (preventative/mitigating), within the risk management process. From the literature review it was also possible to identify the most appropriate methodology to adopt for the current research. A robust research methodology was then outlined which involved a questionnaire survey, case studies and interviews to confirm the literature review results and to achieve the research objectives. The questionnaire was piloted with nine construction professionals in the UAE for its suitability with the envisaged sample. After the pilot the questionnaire was refined then administered in 35 construction, consultancy, and contracting companies, attracting 102 usable responses. The results of the questionnaire confirmed the literature review results. Accordingly, six case studies from three companies were identified and supplemented by face-to-face interview, documents and direct observations. This strategy allowed the research evidence to be triangulated and thus the researcher to be more confident in testing a particular concept or theory. From the results it emerged that most organisations have immature project management systems and poor risk response processes. Hence, 22 Key Success Factors (KSFs) of preventative measures and 15 KSFs of mitigation measures were identified to achieve risk response development by maturity levels in the pre-construction stage and in the construction stage, respectively. The analysis of the case studies revealed the great potential for employing five KSFs of mitigation measures in the risk response development to control delay risks. Having considered these outcomes a risk response development model to control delay risks has been outlined. The model has been carefully validated, both theoretically and in practical terms, through the discussions with interviewees from the selected case studies. The interviewees agreed on the practicality of the model to identify the risk response development, however it is recommended that the project risk event severity and the company capability would need to be taken into account, and the demand to format the test stage for the maturity levels at the transition stages (Disciplinary, Consistency, Integration, and Optimisation) to achieve the effectiveness and the transparency of the model. Based on the validation, it is anticipated that by developing the risk response model, the process itself will be more objective, particularly in delay risks control. The study brings forward findings that can be promoted as the means to enhance opportunities to control delay risks, and benefit practitioners in the UAE given that so far, there has been no model of risk response development by maturity levels for delay risks control. Moreover, one of the unique features of the study is the creation of new knowledge by focusing on the UAE. At the same time, the use of maturity modeling to handle construction delay risks provides new knowledge for a wider audience.

Organizations are seen as custodians of portfolio of projects and are increasingly delivering their businesses through multiple complex programs. To be successful in delivering their businesses, these organizations are required to build a project management capability within their structures. Projects today have become far more than solving of technical problems; they have become more of venues for mastering business and change. Project maturity is used as an indication of or a measurement of the organisation’s ability to use projects for different purposes. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change. Project Management Maturity Models are regarded as effective tools for benchmarking and implementing improvements in organisational performance. In this Dissertation, a study in applying project management maturity model to review, assess, and analyze the degree of organizational project management maturity of one of the Professional Soccer clubs participating in the Premier Soccer League (PSL) in South Africa is presented. The project management practices and capabilities of the PSL Soccer clubs are reflected. The purpose of this paper is to not only demonstrate the methodology and results of the assessment, but to also report on the outcome of the study and propose the necessary recommendations for improvement. The research was strictly focused on those Professional Soccer clubs which are participating in the South African PSL. For confidentiality purposes, the club in this dissertation is referred to as “The Club”. There has been no similar study that has been carried out in this field before. Therefore, this study aims to break new grounds in conducting a research of this kind in this specific sports field. The main research question posed in this study is: What is the level of organizational project management maturity of the South African PSL Soccer clubs? This research question is supported by five other sub-questions which are answered in a research chapter dealing with the synthesis and analysis of the research results. These research questions were motivated by the following reasons: Organizations are changing drastically in their fundamental ways of conducting business. This change is happening within a short period of time and at an accelerated pace. This change occurs both structurally, operationally, and culturally in response to factors such as globalization, new technology, competition, and the world economy that is various challenges in the marketplace. Organizations are also under pressure to improve on their performance in order to maintain high levels of competitiveness and continue to be successful in the global marketplace and therefore, consistent improvement on their projects or program delivery is required in order to attain competitive advantage and sustained growth. Therefore, considering the reasons presented above, the researcher found it necessary to evaluate the current levels of project management maturity in the PSL Soccer clubs. In order to achieve the study objectives two models were used as tools to assess the degree of The Club’s project management maturity and further highlighted a recommended path for improvement. Firstly, Organisational Project Management Maturity (OPM3) model, which is a standard developed under the stewardship of Project Management Institute (PMI), was used as the main model. Secondly, the Integrated Management Systems Incorporated’s (IMSI) project management assessment model was also used as a supporting model.

Šio darbo tikslas – ištyrus organizacinę projektų valdymo brandą ir asmeninę projektų vadovų kompetenciją, nustatyti jų koreliacijos buvimą arba nebuvimą ir pateikti pasiūlymus atitinkančius šiandienos tendencijas, kurie padėtų pagerinti esamą projektų valdymo padėtį Lietuvos įmonėse. Pirmoje darbo dalyje analizuojama mokslinė literatūra, kur abibrėžiamos projektų, jų valdymo, projektų vadovo sampratos, taip pat projektų valdymo brandos samprata ir jos vertinimo priemonės. Antroje darbo dalyje analizuojami tyrimo, atlikto Lietuvos projektų vadybos asociacijoje, rezultatai. Atlikus anketinę apklausą išryškėjo tendencija, kad Lietuvos įmonėse, vykdančiose projektus, dažniau dirba aukštesnės kompetencijos projektų vadovai ir organizacijos nevisada sugeba užtikrinti jiems reikalingas darbo sąlygas bei išteklius, reikalingus sėkmingam projektų įgyvendinimui. Trečioje darbo dalyje pateikiamas pasiūlymų projektas,paremtas vienu iš brandos vertinimui ir gerinimui skirtų modelių – OPM3 ir skirtas pagerinti organizacinio projektų valdymo brandą organizacijoje. / The aim of this paper - the study of organizational project management maturity and personal project management expertise to establish the relationship between them and to submit proposals consistent with contemporary trends to help improve the current situation in project management in Lithuanian companies. The first part analyzes the scientific literature, which defines the concept of project management, the project manager, as well as the concept of project management maturity and its assessment. The second part analyzes the results of survey of Lithuanian Project Management Association. After the questionnaire survey showed a trend towards the Lithuanian companies which carry out the projects are concentrated in higher-expertise project managers and organizations are not always able to provide them with the necessary working conditions and resources necessary for successful project implementation. In the third part is presented project of proposals, based on one of the maturity assessment and improvement of models - OPM3 and to improve organizational project management maturity in an organization.

Dentro da literatura sobre gestão de projetos, trabalhos que estudam o uso do escritório de projetos dedicam-se, quase que exclusivamente, a citar modelos e exemplos bem sucedidos nas grandes empresas, em especial àquelas com estruturas projetizadas como bens de capital e engenharia. Há uma tendência de estas empresas exigirem práticas semelhantes de seus fornecedores. Esta exigência se intensifica nas pequenas empresas de base tecnológica, pois comumente realizam projetos complexos, com risco considerável para os seus clientes. A implantação de escritório de projetos é um mecanismo fundamental para apoiar a utilização das técnicas e metodologias nessa área, porém, exige um investimento significativo em infra-estrutura e profissionais qualificados. Este trabalho analisa o nível de maturidade em gestão de projetos de uma amostra de empresas de base tecnológica desenvolvedoras de software e avalia o potencial de adoção do escritório de projetos. O grau de maturidade foi avaliado segundo um modelo adaptado do OPM3. Foi realizada ainda a identificação e sistematização dos serviços que podem ser oferecidos por um escritório de projetos, segundo a literatura especializada. Ao final, o trabalho faz uma análise dos possíveis serviços que poderiam ser disponibilizados por um escritório de projetos para uso das empresas estudadas. / Inside project management literature most of available researches about project offices mainly discuss reference models and examples of best practices in big companies, especially the ones with project oriented structure such as engineering and industrial goods firms. There is a trend for those firms to demand similar project management practices from their suppliers. This kind of requirement is intensified for technology based firms once they usually develop complex projects which contains many risks for their customers. The project office implementation in technology based firms is an important mechanism to support the use of project management techniques and methodologies but it demands a significant investment in infrastructure and qualified professionals. This research analyze the project management maturity level of a software development technology based firms sample and the project office adoption potential on these firms. The maturity level was analyzed according an adapted model of OPM3. In addition, it was identified and systemized services that can be offered for those firms by a project office, according the specialized literature. By the end, this research presents an analysis about different kinds of services that a common project office could offer for those firms studied.