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Är mognadsmätningar värdeskapande för projektbaserade organisationer?
2015 (Swedish)Independent thesis Advanced level (professional degree), 20 credits / 30 HE creditsStudent thesis
Abstract [en]

Organising work as projects became more common during the second half of the 20th century and is today a popular approach in many organisations. Project-maturity models have been developed during the last three decades and are one of the most common ways of measuring capability and improving efficiency in project-based organisations. A project-maturity model consists of a tool that evaluates an organisations routines, templates and ways of working against a theoretical model that describes what is needed for successful projects. However, many scientists and business professionals are sceptical of whether project-maturity models assist organisations in improving their way of conducting projects. There is also a lack of studies describing the most appropriate way of measuring maturity, therefore value of project-maturity measuring is unknown. This master thesis aims to understand how Swedish project-based organisations adapt project-maturity measuring and how this can add value.This thesis is based on eleven interviews and documentation from three project-based organisations that use maturity measurements to improve and evolve their procedures. Interviews have also been conducted in order to describe two different types of project-maturity measurements used in Sweden. A conceptual model describing value creating opportunities with project-maturity measurements was created, as it became clear that none of the studied organisations evaluated the value of the measurements. This thesis shows that project-based organisations should define the purpose of using project-maturity measurements before adopting a project-maturity model. A common purpose today is to evaluate the maturity in order to enable benchmarking against other organisations. Unfortunately, this thesis has not identified any project-maturity models as having a diverse enough user base, i.e. being used by different types of organisations in Sweden to such an extent that benchmarking is possible.In Sweden, project-maturity measurements are usually conducted by consultant companies using electronic surveys. These are sent to people with different roles in projects, but the extent of the surveys and the roles selected differ between measurements. The focus of the measurement varies as well, some focusing on the organisations project model and others on opportunities in particular projects. An active approach to project-maturity and improvement within the Swedish mining company LKAB, based on the Swedish Project Index, has resulted in increased maturity. But the connection between measured maturity and capability of managing projects is unclear. The measurement approach has an impact on motivation to develop project procedures amongst those taking part in the evaluation. Surveys like the one used by the Swedish Project Index tend to decrease motivation to develop project management methods. People working in projects rarely feel that partaking in the measurement increase their knowledge of important aspects of projects. Project leaders and project coordinators do not feel that the way the measurements are done today spread knowledge about how work tasks can be performed quicker, cheaper or with increased customer satisfaction. Overall, the studied project-maturity models do not exploit the opportunity to let people partaking in the measurements share knowledge with one another or learn from the theoretical model.The view of an organisation’s level of maturity differs substantially within organisations. The survey used by the Swedish Project Index has a questionable capability of measuring maturity, according to how maturity levels are defined in the model that the index is based on. Information from measurements should therefore be integrated with other sources when improving ways of working. Most studies on maturity levels in organisations seem to be based on the Organizational Project Management Maturity Model. The prevalence of other models and comparisons of the suitability of different models for different types of organisations, appears to have been investigated to a much lesser extent. There is also a lack of studies describing alternatives to project-maturity measurements for improving procedures in project-based organisations.

Place, publisher, year, edition, pages
2015. , 68 p.
Keyword [en]
Keyword [sv]
Teknik, Projektledning, mognadsmätning, projektmognad, projektmognadsmätning, projektmognadsmodell, projektbaserad organisation, mognadsmodell, mognadsgrad
URN: urn:nbn:se:ltu:diva-56520Local ID: d48abf3e-8b0d-468d-a49d-0dfffd55e2c1OAI: diva2:1029907
External cooperation
Subject / course
Student thesis, at least 30 credits
Educational program
Arenaprogrammes (2002-2014)
Validerat; 20150821 (global_studentproject_submitter)Available from: 2016-10-04 Created: 2016-10-04Bibliographically approved

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