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Project Management Maturity in It: T...

Steinberg, Bryan E.

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Project Management Maturity in It: The Implementation of Industry Project Management Structure in Higher Education.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Project Management Maturity in It: The Implementation of Industry Project Management Structure in Higher Education./
Author:	Steinberg, Bryan E.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
Description:	126 p.
Notes:	Source: Dissertations Abstracts International, Volume: 80-10, Section: B.
Contained By:	Dissertations Abstracts International80-10B.
Subject:	Information Technology. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=13812682
ISBN:	9781392022511

Project Management Maturity in It: The Implementation of Industry Project Management Structure in Higher Education.
Steinberg, Bryan E.

Project Management Maturity in It: The Implementation of Industry Project Management Structure in Higher Education. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 126 p.

Source: Dissertations Abstracts International, Volume: 80-10, Section: B.

Thesis (Ed.D.)--Wilmington University (Delaware), 2019.

This item must not be sold to any third party vendors.

This executive position paper (EPP) looks at the effects of implementing traditional industry project management structure in a business unit within Information Technology (IT) where informal structures exist. Specifically aimed at determining the direct impact and benefits of implementing an IT project management office (PMO) in a career-oriented, mid-size, private, non-profit, four-year higher education institution in the mid-Atlantic region, this study looked to address internal concerns due to the lack of project structure, process inefficiencies, and over-utilized resources. The research focused on two specific research questions dealing with moving through different levels of project management maturity influencing schedule, cost, and scope in the institution of study, and finally, determined at the end of the study what characteristics of a Project Management Office (PMO) does the institution of study exhibit. Derived from industry Project Management Maturity Models (PMMM), the researcher for this study created a new model called CatilisPM 3 aligned for higher education to measure the institution's project management maturity during the study, in what would be a perceived fit for the institution's culture and environment. CatilisPM3 provides a dynamic self-assessed roadmap, outlining the necessary steps needed to recognize formal project management maturity in a higher educational environment. The research data evaluate specific industry standard project management variations made during the study through scorecards captured, to determine the overall change in project deliverables. Finally, future recommendations are outlined and discussed for possible opportunities to refine PMO characteristics.

ISBN: 9781392022511Subjects--Topical Terms:

1030799
Information Technology.

Project Management Maturity in It: The Implementation of Industry Project Management Structure in Higher Education.
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245 1 0 $a Project Management Maturity in It: The Implementation of Industry Project Management Structure in Higher Education.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2019
300 $a 126 p.
500 $a Source: Dissertations Abstracts International, Volume: 80-10, Section: B.
500 $a Publisher info.: Dissertation/Thesis.
500 $a Advisor: Caton, Sande M.
502 $a Thesis (Ed.D.)--Wilmington University (Delaware), 2019.
506 $a This item must not be sold to any third party vendors.
520 $a This executive position paper (EPP) looks at the effects of implementing traditional industry project management structure in a business unit within Information Technology (IT) where informal structures exist. Specifically aimed at determining the direct impact and benefits of implementing an IT project management office (PMO) in a career-oriented, mid-size, private, non-profit, four-year higher education institution in the mid-Atlantic region, this study looked to address internal concerns due to the lack of project structure, process inefficiencies, and over-utilized resources. The research focused on two specific research questions dealing with moving through different levels of project management maturity influencing schedule, cost, and scope in the institution of study, and finally, determined at the end of the study what characteristics of a Project Management Office (PMO) does the institution of study exhibit. Derived from industry Project Management Maturity Models (PMMM), the researcher for this study created a new model called CatilisPM 3 aligned for higher education to measure the institution's project management maturity during the study, in what would be a perceived fit for the institution's culture and environment. CatilisPM3 provides a dynamic self-assessed roadmap, outlining the necessary steps needed to recognize formal project management maturity in a higher educational environment. The research data evaluate specific industry standard project management variations made during the study through scorecards captured, to determine the overall change in project deliverables. Finally, future recommendations are outlined and discussed for possible opportunities to refine PMO characteristics.
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