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Project Management Maturity Analysis as a Framework to Move Forward to Best Practices the Case of Group Project Management at PT. XYZ

机译：将项目管理成熟度分析作为前进到最佳实践的框架，以PT的小组项目管理为例。 XYZ

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摘要

In this globalization era, good capability in project management is necessary for every telecommunication service provider to win the competition. PT. XYZ is trying to improve it\u27s way in project management to be able to compete and be the number 1 Telecommunication service provider in Indonesia and to do that the Top Management is focusing in Asset Management. The questions in this research are : How do the improvement taken right now align with Group PPM\u27s Strategic Plan ? and What are the impact from current group PPM\u27s positions to its strategic plan? This research is based on Quantitative approach using OPM3 to calculate degree of maturity, and Qualitative approach to find the root cause in asset management. From calculation and data analysis, Group PM\u27s actions is align with its strategic plan but its strategic plan is partially achieved because the implementation is not running as expected and there are root cause that has not been answered yet. The impact is, its strategic plan not running as expected and there is a delay possibility. This research recommends: Recommendation / solution from Root Cause Analysis, First priority and second priority from the OPM3 framework, Recommendation to complete Best Practices, and Time Frame to accomplish all Best Practices.
机译：在这个全球化时代，每家电信服务提供商要赢得竞争就必须具备良好的项目管理能力。 PT。 XYZ试图改善其在项目管理中的方式，使其能够竞争并成为印度尼西亚排名第一的电信服务提供商，并使最高管理层专注于资产管理。这项研究的问题是：目前采取的改进措施如何与集团PPM的战略计划保持一致？目前PPM集团的职位对其战略计划有何影响？这项研究基于使用OPM3进行量化的成熟度定量方法，以及使用定性方法寻找资产管理根本原因的方法。从计算和数据分析来看，集团PM的行动与其战略计划是一致的，但其战略计划部分得以实现，因为实施未按预期进行，并且根本原因尚未得到解决。影响是，其战略计划未按预期运行，并且存在延迟的可能性。该研究建议：来自根本原因分析的建议/解决方案，来自OPM3框架的第一优先和第二优先，完成最佳实践的建议以及完成所有最佳实践的时间表。

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