Project management capability levels: An empirical study

McBride, T; Henderson-Sellers, B; Zowghi, D

Project management capability levels: An empirical study

McBride, T

Henderson-Sellers, B Zowghi, D

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Publication Type:: Conference Proceeding
Citation:: Proceedings - Asia-Pacific Software Engineering Conference, APSEC, 2004, pp. 56 - 63
Issue Date:: 2004-12-01

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Field	Value	Language
dc.contributor.author	McBride, T https://orcid.org/0000-0002-9038-7952	en_US
dc.contributor.author	Henderson-Sellers, B	en_US
dc.contributor.author	Zowghi, D https://orcid.org/0000-0002-6051-0155	en_US
dc.date.issued	2004-12-01	en_US
dc.identifier.citation	Proceedings - Asia-Pacific Software Engineering Conference, APSEC, 2004, pp. 56 - 63	en_US
dc.identifier.isbn	0769522459	en_US
dc.identifier.issn	1530-1362	en_US
dc.identifier.uri	http://hdl.handle.net/10453/2539
dc.description.abstract	This paper outlines existing maturity models of project management and their underlying constructs. Organizations involved in software development in Sydney, Australia were interviewed about their project management practices and their responses analysed to determine whether different project managers used different levels of project management practices and whether the practices were in accordance with a process based maturity model. This did not seem to be the case, yet the data suggested that, as a possible alternative, a systems theory based approach might be more tenable. The overall conclusion, that a system theory based maturity model appears to be better correlated with organizational size and software development maturity than a process based maturity model, is briefly discussed and additional research is suggested that could investigate this novel conclusion further. © 2004 IEEE.	en_US
dc.relation.ispartof	Proceedings - Asia-Pacific Software Engineering Conference, APSEC	en_US
dc.relation.isbasedon	10.1109/APSEC.2004.77	en_US
dc.title	Project management capability levels: An empirical study	en_US
dc.type	Conference Proceeding
utslib.for	080309 Software Engineering	en_US
dc.location.activity	Busan,Korea	en_US
dc.location.activity	Budapest, HUNGARY
dc.location.activity	Busan, SOUTH KOREA
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
pubs.organisational-group	/University of Technology Sydney/DVC (Research)/Graduate Research School
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Software
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
pubs.organisational-group	/University of Technology Sydney/Strength - STEM Education Futures
utslib.copyright.status	closed_access
pubs.publication-status	Published	en_US

Abstract:

This paper outlines existing maturity models of project management and their underlying constructs. Organizations involved in software development in Sydney, Australia were interviewed about their project management practices and their responses analysed to determine whether different project managers used different levels of project management practices and whether the practices were in accordance with a process based maturity model. This did not seem to be the case, yet the data suggested that, as a possible alternative, a systems theory based approach might be more tenable. The overall conclusion, that a system theory based maturity model appears to be better correlated with organizational size and software development maturity than a process based maturity model, is briefly discussed and additional research is suggested that could investigate this novel conclusion further. © 2004 IEEE.

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http://hdl.handle.net/10453/2539