The Organizational Project Management Maturity Model and the Phenomenon of the UK Multinationals Which Use the Outside Consultancy Services though They Hold Their Own – Term Paper Example
Introduction The organisational project management maturity model is premised on the idea that with an increase in the domain of project management. This has been captured by the nature of the expanded level of business. The use of maturity is in reference to the requirement that the capacities be increased to meet the ever growing demand. It also connotes the understanding of how success occurs and the common problems that may arise. The word model is used to imply change and the progression steps.
Traditionally, project management embodies a number of elements. This is captured by 4 to 5 process groups, plus a control system. Regardless of the terminology or methodology used, the primary project management processes are used. The processes include: planning or development, initiation, production or execution, monitoring and controlling and closing (Abdelhamid, 2004).
This presents a grid of the processes
A pragmatic approach to delivery has traditionally involved two major groups of action. The first is on an assessment whereas the second centres on actual implementation. Most multinationals are known to work out at establishing business drives, mapping out business drivers versus processes, establishing their current position, comparison with relevant priority gaps, formulation of solutions among other things (Abdelhamid, 2004).
Most multinational businesses have got to adopt to change and develop new approaches in the execution of their different projects. This is based on the fact that business is ever changing implying that businesses have to change if they intend to keep their market share or expand on it. The area of project management has thus become a critical issue. In that respect, this paper will look into the characteristics of multinational businesses based in the UK (Abdelhamid, 2004).
On the above basis, the following characteristics have been known to condition the way the multinational businesses operate in their handling of projects. To begin with, the project being undertaken ought to continue enjoying a justified business value, it should also provide a learning experience, in each programme, every individual role and responsibility must be defined, there are different stages of management, the management is exceptionally done, the focus is on quality of goods and services, and in the end, the project must be tailored to meet particular environment demands.
A good number of the large organisations are led by a group of technocrats. These people need to be learned on management, leadership and the best practices. These are supposed to offer their services in guiding the development of the various businesses. The leadership is supposed to pursue the interests of the owners of the company. It is also these individuals that are expected to offer services to the whole community especially to the people in the area of operation (Koskela, Howell, Ballard and Tommelein, 2002).
The ever changing business environment means that the leadership structure needs to be very strong in a way that ensures changes are pursued in a positive way. The leadership ought to embrace change. By that it should learn emerging trends and incorporate them into their operations. On this basis, it is proposed that the multinational management in the UK needs to focus on learning activities so as to improve on their current levels.
Lean construction is also another characteristic that defines the UK multinationals mainly in the construction industry. It is a way in which a design of production systems is rolled out in a manner that minimises waste of materials, time and effort. This is in order to facilitate the generation of maximum possible level of value.
It is however noted that designing of such systems is followed by a collaboration effort to ensure that success is achieved. Collaboration is achieved by the provision of mechanisms that ensure that all concerned stakeholders are consulted. If this is done, then the success rate as it is in the case of the UK multinationals is always high (Koskela, Howell, Ballard and Tommelein, 2002).
In mind of the directors is the desired end of a project. It is often stated that the key element to success rests on the ability to envision the desired point. By doing this a firm or multinational is able to set its goals and put its effort together towards the pursuit of such goals. The common shared principles have also been found to centre on the following: the need to optimise through collaboration, the need to continually improve, the focus to deliver the desired value, the pursuit to allow for a systematic flow of inputs and outputs, and the focus to create pull production (Koskela, Howell, Ballard and Tommelein, 2002).
The use of the integrated project delivery plan has also been impressed by the UK multinationals. In this scheme, the companies involved in a project seek to align all their interests, practices and objectives using a team based approach. This team is always expected to be made up of representatives from all key stakeholders. Another approach by multinational companies in project management, the PMI-driven approach only pays attention to managing of a project on the macro-level. This is a necessary step though it is not sufficient for success achievement in project management.
After looking at the above characteristics and focus areas of multinationals in the UK an issue area arises in relation to the connection between the developers of planners and the actual implementers of the plans that are used in the various implementation programmes. In most cases it emerges that the multinationals put into use the works of outside consultancy services though they hold their own.
Koskela, L, Howell, G, Ballard, G, & Tommelein, I 2002, “The Foundations of Lean Construction”. Design and Construction: Building in Value, R. Best, and G. de Valence, eds., Butterworth-Heinemann, Elsevier, Oxford, UK.
Abdelhamid, TS 2004, “The Self-Destruction and Renewal of Lean Construction Theory: A Prediction From Boyd’s Theory”. Proceedings of the 12th Annual Conference of the International Group for Lean Construction, 03-6 August 2004, Helsingør, Denmark.