-
8/7/2019 assessment of moscow region as a pos
1/4
http://www.rgc.at
ASSESSMENT OF THE MOSCOW REGION AS A PROJECT-ORIENTED
SOCIETY
ROLAND GAREIS, ALEXEJ POLKOVNIKOV, AND VLADIMIR VOROPAJEV
1. INTRODUCTION OF THE MODEL OF THE PROJECT-ORIENTED COMPANY
(POS)The IPMA and the PROJEKTMANAGEMENT GROUP of the University of
Economics and
Business Administration, Vienna conducted the POS benchmarking
project from 2000 to 2002. In 2000 and2001 the POS Maturity Model
was developed and first applied to assess and benchmark Austria,
Denmark, Hun-gary, Romania, Sweden, and the United Kingdom as a
first group of POSs. The experience gained in this process
allowed to adapt the POS Maturity Model slightly. In 2002 it was
applied for the assessments and benchmarkingof the second group:
Austria, Ireland, Latvia, and Norway. The results of the POS
benchmarking project wereused for a comparison with the Moscow
Region.
A society, which considers projects and programmes as an
important form to perform complex business proc-esses, in which
exist many project-oriented organisations, which has specific
competences for the management
of projects, programmes, and project portfolios, and which has
structures, to further develop these management
competences, can be perceived as a project-oriented society.
Not only traditional industries but also the public sector and
non profit organizations perceive projects and pro-grammes as
appropriate organizations to perform business processes of medium
to large scope. Beside tradi-tional contracting projects, new
project types, such as marketing-, product development-, and
organisational
development projects, have gained importance. "Management by
Projects" becomes a macro-economic strategyof the society, to cope
with complexity and dynamics and to ensure quality of the project
results.
The model of the project-oriented considers on the one hand the
practices of project-oriented organisations suchas practices in
project management, programme management, project portfolio
management, as well as practicesin personnel management and
organisational design, and considers on the other hand the project
management
related services of education, research, and marketing
institutions.
FIGURE 1: THE POS MATURITY MODEL
Project management: A project is a temporary organisation for
performing a unique, short-or midterm
process of medium or high complexity. PM is a business process
of the project-oriented company. The PMprocess starts with the
project assignment and ends with the project approval. It consists
of the sub-processes
project start, project co-ordination, project controlling,
project discontinuity management, and project close-down.
0
20
40
60
80
100
Project
Management in POOs
ProgrammeManagement in POOs
Project PortfolioManagement in POOs
PersonnelManagement in POOs
Organizational
Design of POOs
PM Education
Services
PM Research
Services
PM Marketing
Services
0
20
40
60
80
100
Project
Management in POOs
ProgrammeManagement in POOs
Project PortfolioManagement in POOs
PersonnelManagement in POOs
Organizational
Design of POOs
PM Education
Services
PM Research
Services
PM Marketing
Services
-
8/7/2019 assessment of moscow region as a pos
2/4
Programme management: A programme is a temporary organisation
for performing a unique, mid-orlong-term process of high
complexity. A programme is a set of projects and tasks that are
closely coupled bycommon objectives. Programmes are limited as to
time and budget. Programme management is a businessprocess of the
project-oriented company. The programme management process consists
of the sub-processesprogramme start, programme co-ordination,
programme controlling, programme closedown and perhaps
themanagement of a programme discontinuity.
Project portfolio management: A project portfolio is a set of
projects (and programmes), which are per-formed by a
project-oriented company at a certain point in time. A project
portfolio is more than the sum ofprojects. A project portfolio
database is the basis for project portfolio management. Information
of this data-base can be used to decide, if new projects should be
started and to establish priorities among projects. The
objective of project portfolio management is to optimise the
results of the project portfolio.
Personnel management in project-oriented organisations:
Personnel management processes in project-oriented companies are
recruitment, disposition and development of project personnel. In
project-orientedcompanies a PM career path includes the PM-roles
Junior Project Manager, Project Manager, Senior ProjectManager and
PM Executive.
Organisational design of project-oriented organisations:
Project-oriented companies have specific inte-grative
organisational structures, such as PM Offices, Project Portfolio
Groups or Expert Pools, and specific
integrative tools such as PM procedures and standard project
plans.
PM education: Formal PM education programmes are provided by
different institutions and might lead toacademic degrees in PM. The
PM approach taught and the number of courses vary in different
programmes.
PM research: PM research projects and programmes, PM related
publications and events and PM relatedresearch financing are
services provided by PM research institutions.
PM marketing: The primary PM marketing institution in a POS is
the national PM association. Serviceslike membership,
certifications of project managers, PM events, etc. are services
provided by these institu-tions.
2. THE ASSESSMENT APPROACHThe assessment of the Moscow Region as
a POS was organized in cooperation between SOVNET and the
PRO-JEKTMANAGEMENT GROUP of the University of Economics and
Business Administration in Vienna, Aus-tria.
The Moscow Region was selected for the assessment and
benchmarking because of its economic importance andrelative
homogeniousity as a project-oriented region within Russia. Moscow
lies within the central part of Russiaand covers an area of 994
square kilometres. According to the constitution of the Russian
Federation Moscow isa city of federal importance. Moscow is the
largest political, economical, scientific and cultural centre of
theRussian Federation. The permanent population of the City is
about 8.54 million people, of these more than 71 %active manpower.
The basis for the Moscow economy is the rich scientific, technical
and industrial potential of
the city. In the territory of the city there are many large
enterprises of the following industries: ferrous and non-ferrous
metallurgy, engineering industry (including car manufacturers and
aerospace industry), construction
materials manufacturing, food industry, defense industry, etc.
Moscow is one of the most important transportcentres in Russia and
Eastern Europe.
In Moscow are situated the Russian Academy of Sciences (RAN) and
90 related scientific organisations, includ-
ing 78 scientific research institutes and specialised Academies
of Sciences. Moscow is the largest educationalcentre in the
country.
SOVNET nominated a PM Practices Team and PM Institutions Team
with representatives of the Russian PMassociation, of
project-oriented organisations of Moscow and of PM researchers, in
order to assess the compe-tences of the Moscow Region.
Based on the POS questionnaire the PM Institutions Team assessed
the services of PM-related institutions of theMoscow Region (PM
education institutions, PM research institutions, and PM marketing
institutions).
The PM Practices Team assessed the practices of project-oriented
organisations in the Moscow Region in aworkshop, which was
performed on February 17th in Moscow. The practices in project
management, programmemanagement, project portfolio management,
personnel management in project-oriented organisations and in
-
8/7/2019 assessment of moscow region as a pos
3/4
organisational design of project-oriented organisations were
considered. This assessment was questionnairebased. About 25
project management experts of different industries participated in
four working groups of five tosix persons. The participants
discussed the questionnaire in the groups and had to reach a
consensus answer. The
Practice Panel was moderated by Roland Gareis and Martina
Huemann. The contents were translated into Rus-sian by Alexei
Polkovnikov.
Further strategies for the further development of the Moscow
Region as a POS were defined. The results of thisworkshop were
documented and benchmarked with other POSs. A benchmarking report
was prepared.
Also the PM Institutions Team performed a workshop on February
18th. The results of the assessment of PM
education, PM research and PM marketing were interpreted and
discussed. The PM Institutions Team was coor-dinated by Olga Ilina
of the Moscow State University of Civil Engineering.
3. OVERALL RESULTS OF THE ASSESSMENT OF THE MOSCOW REGION AS A
POSThe overall results of the assessment of the Moscow Region as a
POS are visualized in the spider web presenta-tion. The area in the
spider web shows a relatively high, homogenous POS maturity.
FIGURE 2: MATURITY OF THE MOSCOW REGION AS A POS
4. BENCHMARKING OF THE MOSCOW REGION WITH OTHER
PROJECT-ORIENTEDSOCIETIES
The results of the assessment of the Moscow Region as a POS were
benchmarked with other POSs (Austria,Denmark, Hungary, Ireland,
Latvia, Norway, Romania, Sweden, and United Kingdom).
The maturities of the different POSs are documented in POS
ratios. The maturities of the POSs in the different
dimensions of the POS Maturity Model as well as the overall POS
maturities, PM Practice maturities and the PMService maturities are
presented in Figure 3.
SWE UK NOR MOS IRL DEN AUT HUN ROM LAT
POS Ratio 56 55 46 45 44 42 37 34 23 22
Project Management 63 56 51 52 54 46 39 42 31 28
Programme Management 70 30 55 40 44 37 26 37 17 16
Project PortfolioManagement
57 30 45 28 39 43 25 37 10 0
Personnel Management 62 58 47 31 46 50 35 46 26 25
Organisational Design 65 40 45 28 45 55 31 35 30 22
PM Practice Ratio 63 47 46 40 46 46 33 40 25 21
PM Education 40 80 30 51 34 30 36 30 30 11
PM Research 40 70 44 38 16 30 28 20 10 11
PM Marketing 40 70 38 70 67 40 71 15 10 50
PM Service Ratio 40 73 37 53 39 33 45 22 17 24
FIGURE 3: MATURITY RATIOS OF POSS
-
8/7/2019 assessment of moscow region as a pos
4/4
The Moscow Region has the fourth highest overall POS ratio. The
Moscow Region has high competences inproject and programme
management but relatively little competences regarding portfolio
management, personnelmanagement and organisational design of
project-oriented organisations. The PM practice ratio places the
Mos-
cow Region in the lower half of the POSs. PM marketing is the
highest of the benchmarked societies and PMeducation is the second
highest. This results from the heavy marketing activity of SOVNET
in connection withthe IPMA World Congress in the Moscow Region. The
PM service ratio is the second highest of the bench-marked
countries.
TO BE ADDED: Detailled analyses of selected questions, of
specific interests for the Moscow Region (4-5questions)
5. STRATEGIES FOR THE FURTHER DEVELOPMENT OF THE MOSCOW
REGIONBased on the results of the assessment the following
strategies for the further development of the Moscow Re-
gion as a POS were defined:
Project management should be provided as an overall management
qualification in the society (schools,municipalities, families,
etc.).
Further PM education programmes have to be established and
existing education programmes have to be
extended. PM research is further to be promoted and
financed.
A long term PM marketing initiative can be launched in
connection with the IPMA World Congress. Theinitiative may include
further events.
PM certification has to be promoted further to raise the number
of annual PM certifications.
Assessments and benchmarking of further regions in Russia have
to be performed
Ideas for Assessing other Soviet Regions as POSs (Alexej)
