Abstract: The organizational project management maturity model is a model that has developed rapidly in the past few years, which is an evaluation and optimization framework model based on the project management knowledge system, with continuous improvement as the core, and with the ultimate goal of improving the organizational project management level of the enterprise, which is mainly suitable for measuring the project management level of the enterprise or organization. In recent years, with the development of digital transformation of Chinese enterprises, the construction of information systems is also changing from a single system to a complex system construction mode of multi-system integration and multi-vendor collaboration. This paper analyzes and analyzes the specific application of the organization-level project management maturity model in the integrated management of information systems.
Keywords: Organizational Project Management Maturity Model;Integrated management of information systems;Apply.
1. Organizational project management maturity model.
The Organizational Projectmanagement Maturity Model (OPM3) refers to a model that evaluates the use of individual or portfolio project management to achieve its own strategic goals, and is an effective tool that can help enterprises improve their core competitiveness in the market, as shown in Figure 1. In the above definition of OPM3, we also need to clarify the following different concepts: first, organizational project management refers to the application of knowledge and skills, production tools, and science and technology to the project organization to achieve the corresponding organizational goals, in this process, the organization plays the role of expanding the scope of project management, not only covering the delivery of a single project, but also including the management of portfolio management projects and portfolio investment projects. For single project management, it is usually regarded as a tactical level, while organizational project management is usually considered to be a strategic program, especially for better organizational project management, it is often considered that the enterprise organization has a very important strategic advantage, so for the project management of the enterprise, it should be raised to the height of organizational strategic planning. Secondly, maturity specifically refers to the continuous optimization and improvement of project management capabilities and levels in the process of enterprise development, so as to achieve the purpose of improving the success rate of the project. Finally, the model refers to the stages and processes of project management from low to high level. To sum up, it can be seen that the OPM3 model not only refers to a mathematical function model or mathematical diagram, but also represents a scientific management system and method, and is also a process of evolution of enterprise project management capabilities and levels from low to high, and the success rate of project development from low to high.
OPM3 continuously drives organizations to achieve their stated strategic goals through the management and practice of single-application projects, portfolios, and programs. As a bridge between the organization's strategic goals and the implementation of projects, OPM3 can be seen as a complete body of knowledge for the practice of organization-level project management, and at the same time, it has the function of enabling organizations to see and understand completed and incomplete organization-level project management, and based on this, it provides organizations with guidance on optimizing and improving project management. OPM3 can be tailored to the specific needs of organizations of all sizes and maturity levels to be used effectively in a variety of sectors and industries around the world.
2. Organize the OPM3 model level of the project.
As can be seen from Figure 1, the OPM3 model of organization-level projects contains four gradient levels, namely standardization, measure, control, and continously improve, which have corresponding logical relationships with the five hierarchical dimensions of the OPM3 model: chaotic, simple, prescriptive, lean, and improved. Therefore, the organizational project management capability maturity level model is a specific measure for the development and improvement of enterprise project management level, in which each capability maturity model has a specific definition and effective construction path. In the process of practical application, the enterprise organization adopts the method of comparing and analyzing the established management objectives of the project and the evaluation index of project management to make an objective and scientific evaluation of the project management level at this stage, and formulates specific solutions for the problems existing in project management, and continuously improves the project management level in the practical application according to the standardization, measurability, controllability and continuous improvement steps in the OPM3 maturity model. The organizational project OPM3 capability maturity model levels are shown in Figure 2.
3. Organize project OPM3 application practice.
The organization-level project management maturity model is often applied to major information system integration projects of enterprises, and the introduction of the OPM3 model in such projects can realize the management of the whole process of information system integration projects, thereby greatly improving the quality and efficiency of project management.
3 1 Key links in the construction of the project.
Generally speaking, the construction of information system integration project has three major components: planning stage, implementation stage and closing stage, which correspond to five different management processes in enterprise project management: initiation, planning, execution, monitoring and closing. Specifically, there are the following points:
1) Planning stage.
As the starting point of project construction, the main task of the planning stage is to formulate a specific project construction plan, including project system specifications, team building, staff training, work content decomposition, project cost evaluation and project implementation scope definition. At this stage, the goal of the organization is to develop a detailed and complete project development plan for project management as much as possible, so that the construction of the project can be completed with high quality and efficiency within the specified time frame of the project.
2) Implementation phase.
As the main link in the project construction system, the implementation stage should have a large amount of human, financial and material resources, and at the same time, the project should be systematically evaluated, the existing problems should be identified, and specific improvement measures should be formulated. In addition, in this stage, attention should also be paid to strengthening the project management, and at the same time paying attention to the scientific management of project risks, so as to accurately control the progress of the project.
3) Closing phase.
The closing stage refers to the acceptance stage of the information system integration project, in which various documents and data in the project construction process need to be sorted out and compiled, so as to finally build into the archive database of the project construction. After the overall construction of the project is completed and accepted, systematic training should be carried out for users before it is handed over to users to ensure that the project can be operated safely, stably and efficiently.
3 2 Information Systems Integration Project OPM3 Model Design.
On the basis of comprehensive consideration of the construction content, construction characteristics and influencing factors of the project, the initiation, planning, execution, monitoring and closing of the project management are taken as the specific indicators for the horizontal assessment of the information system integration project, and the OPM3 capability maturity level is taken as the specific index for the longitudinal assessment of the project, so as to construct the OPM3 model framework of the information system integration project, as shown in Figure 3.
From this figure, we can see that on the basis of the model framework, the managers of enterprise projects can intuitively find out the problems existing in the organization's project management, and use the analysis and evaluation of the problems to continuously optimize and improve the project management process, so as to continuously improve the organization's own management plan, so as to achieve the improvement of the organization's project management ability and management level.
3 3 Information Systems Integration Project OPM3 Capability Maturity Indicator Construction.
In the planning stage of the project, the management of the enterprise used the comprehensive evaluation index of the project management standard in the OPM3 maturity model to combine the actual situation of the enterprise to carry out the construction of information system integration project management, and preliminarily constructed a comprehensive index system to evaluate the level and capability maturity of information system integration project management through the steps of identification, sorting, analysis and summary. Specifically, the indicator system is divided into three levels, the first level is the target layer, which mainly evaluates the maturity of the management capability of the information system integration management projectThe second layer is the capability layer, which mainly reflects the project management capability in the five dimensions of project managementThe third layer is the indicator layer, whose main role is to continuously refine the key capability indicators of the project in combination with the elements of project management. Figure 4 shows the evaluation index system of management capability maturity of information system integration management project.
3 4 Information Systems Integration Project OPM3 Capability Maturity Assessment Construction.
On the basis of the evaluation system of the organization and management ability of the information system integration project, the final evaluation index of the project was constructed by combining the three-layer model system of the target layer, the ability layer and the index layer.
1) Determine the set of indicators for the evaluation of the project.
In this paper, if the final result of the objective evaluation is set to z and the capability of the information system integration project is set to , the value of the final result can be expressed using the following formula, that is: z =
The specific evaluation index of the capability layer is calculated according to the following formula:
Project Initiation Process Capability 1 = ;Project Planning Process Capability 2 = ;
Project implementation process capability 3 = ;
Project Control Process Capability 4 = ;
Project Closure Process Capability 5 = .
2) Determine the scoring result set.
In this project, the scoring results are represented by z, where z1 is chaotic, z2 is simple, z3 is canonical, z4 is lean, and z5 is improving.
3) Clarify the quantitative scoring criteria for the OPM3 Capability Maturity Level.
The corresponding maturity score can be obtained by using the function formula, and then it can be compared with the set level standard one by one, so as to finally obtain the final maturity result level, and the OPM3 capability maturity level evaluation standard is shown in Table 1.
3 5 Information Systems Integration Project OPM3 Capability Maturity Assessment Implementation.
In this process, a detailed evaluation plan should be formulated to evaluate the indicators of project capacity, and then combined with the ability evaluation report issued to formulate targeted solutions for the existing problems, so as to continuously improve the level of project management. Generally speaking, the process of enterprise project managers evaluating the capability maturity of information system integration projects is shown in Figure 5.
1) Establish an evaluation working group. In general, the evaluation team will consist of several experienced maturity evaluation experts and project management personnel. The main task of the evaluation team is to collect information and data related to the project and to develop a maturity assessment plan for the top.
2) Evaluate the formulation of specific programs. The evaluation team will collect and collate the project information as a data support for the development of the evaluation plan. In general, a complete maturity assessment plan should include the subject, evaluation object, evaluation criteria, evaluation method, and evaluation content of maturity evaluation. In this process, the evaluation working group should also hold regular demonstration meetings to evaluate and review the evaluation plan, so as to achieve accurate control of the evaluation plan.
3) Conduct surveys. Through the use of questionnaires, interviews and field interviews to collect the opinions of maturity evaluation, in the process of focusing on the objectivity and authenticity of the evaluation content.
4) Organize and analyze. In the process, the data that do not conform to the reality are discarded, and different methods such as analytic hierarchy process and fuzzy analysis are used to establish the corresponding ability matrix, so as to quantitatively analyze the maturity evaluation results.
5) Issuance of evaluation reports. Combined with the results obtained from the analysis of the data, a specific evaluation report is issued to summarize the overall maturity evaluation work, and finally form and construct a complete maturity evaluation system. And use the system to objectively and truly reflect the current level of project management, and at the same time analyze and improve the existing problems, and put forward practical optimization suggestions on this basis.
6) Continuous improvement. The PDCA cycle and other methods are used to optimize the problems existing in the evaluation report and implement them into the project practice management, so as to continuously improve the level of information system integration project management organization.
4. Conclusion. In summary, the use of the organization-level project management maturity model to optimize and improve the information system integration project can effectively improve the project management level and help the organization achieve its established strategic goals. In the future, with the maturity of the organization-level project management maturity model, it will be more widely used in all walks of life, and its advanced management concepts and methods will also provide greater help for organizational project management and create higher benefits for enterprises. (*Modern Commerce and Trade Industry, Author: Wu Qian, Guo Yujun, Xu Yang, Author's Affiliation: Yangtze River Navigation Administration, Wuhan 430000, Hubei, China).