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Development of project management systems

机译：开发项目管理系统

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Purpose - The purpose of this paper is to highlight the need for organizations to synchronize the development of the complete project management system. Design/methodology/approach - The paper concentrates on the three key areas of development for the project management system, "what we do", "when we do it" and "how we do it". The paper further looks at these key elements in conjunction with an organization's project management maturity, defines the typical components of the project management system and how organizations can measure improved project management effectiveness to their bottom line performance. The paper concludes with a high level prescription for developing a project management system. Findings - The paper identifies the cost of not synchronizing efforts in developing the project management system. It demonstrates how large investments are not maximized when individual elements of the project management system are developed separately. Practical implications - The is paper highlights the need to establish near, mid and long term change plans, or road maps, which under the control of senior management define the development of all aspects of the project management system. Originality/value - This paper looks at the organization support required to develop successful project management systems and relates this with measuring project management maturity and the impact to bottom line performance. This paper has relevance to CEO's, CFO's, HR directors and senior executives who have responsibility for developing project management who need to transition their organizations project based.
机译：目的-本文的目的是强调组织需要同步整个项目管理系统的开发。设计/方法/方法-本文着重于项目管理系统开发的三个关键领域，即“我们做什么”，“何时做”和“如何做”。本文进一步结合组织的项目管理成熟度来研究这些关键要素，定义了项目管理系统的典型组成部分，以及组织如何根据其底线绩效来衡量改进的项目管理有效性。本文以开发项目管理系统的高级处方作为结束。调查结果-本文确定了在开发项目管理系统时不同步工作的成本。它说明了当单独开发项目管理系统的各个元素时，没有最大化大型投资的情况。实际的意义-该论文强调了建立近期，中期和长期变更计划或路线图的必要性，这些路线图在高级管理层的控制下定义了项目管理系统各个方面的发展。原创性/价值-本文着眼于开发成功的项目管理系统所需的组织支持，并将其与衡量项目管理成熟度以及对底线绩效的影响联系起来。本文与负责项目开发的首席执行官，首席财务官，人力资源总监和高级管理人员相关，这些人员需要转变其基于项目的组织。

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