A Study of Military Academy Organizational Project Management Maturity Model－Illustrated by an Army Artillery School

• Main Authors: Hsu yu shan, 徐毓珊
• Other Authors: Shou Yiing Hsu
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/4m8ugn

碩士 === 國防大學 === 資訊管理學系 === 102 === Since the mid-late 20th century, the United States Government has been an active promoter in project management, establishing regulations and procedures for project management, promoting project management system integration, and strengthening the demands for organizational risk management at all levels. The United States Department of Defense even requests all of its contractors to implant project management principles. All of these contribute to modernization, institutionalization and standardization of the United States. However, in the past decades, officers, sergeants, and solders have all been streamlined in the Republic of China Armed Forces. While the Armed Forces were streamlined, the amount of their tasks remained the same. Therefore, new knowledge, skills, and tools are necessary to achieve goals in national defense with efficiency and efficacy. The subject organization is an Army Artillery School of the Land Force and the study analyzes the project management maturity in the school. The research applies process and methods regulated by OPM3 to analyze the result of the evaluation in order to grasp a better understand of the overall status of specific projects and to evaluate with OPM3 to identify the BPs that the school lacks and its ability in project management. BPs are categorized in accordance with the vision, goal, and organizational strategy of the school as well as PMBOK and Process Groups. The objective is to evaluate the Project Management Maturity of the school and to identify methods to improve it. Ultimately, based on the evaluation and data, improvement planning will be conducted to improve the current project management of the school. The organization achieved 63% in overall project management maturity and in 58% in OE maturity, which can be discussed from the perspective of Process Groups and Knowledge Areas and OE. In Process Groups and Knowledge Areas, cross reference analysis and improvement prioritization are conducted and priorities are placed on Control Project Identify Stakeholders Process, Control Project Plan Risk Management Process and Measure Project Perform Quality Assurance Process. In terms of OE, four BPs including “Sponsorship”, “Organizational Project Management Communities”, “Organizational Project Management Methodology” and “Project Management Training” achieve project management maturity all have a management maturity lower than 35%, and are therefore the major focuses of improvement planning. After discussion between evaluation team and OPM3 experts, “Project Management Training” will be the first focus of improvement planning. This includes continuous training on project management, tools, and methods, and training and development plans. The school is expected to follow the improvement plans and continue to conduct evaluation and improvements according to OPM3 so as to keep improving. As the project management maturity gradually increases, the execution capability and efficiency of the school will also develop. With the improvement plans of this study, the subject organization will continue to improve its project management maturity. Hopefully this method will shed some light to Republic of China Armed Forces project management and future projects in achieving strategic goals with budget on time.