Many organizations have integrated project management practices into their overall business strategy to achieve their strategic goals and objectives. For some time, these organizations have been investing in project management training and development to improve their project outcomes. However, a large percentage of projects still fail. This quantitative, nonexperimental, correlational study used a structural model to evaluate the relationship between organizational project management capability (OPMC) and project outcomes by examining OPMC as a system of three integrated components: project manager capability, project management culture, and overall organizational culture. The revised model of OPMC exhibited good overall fit indices and indicated significant intercorrelations between the three components of OPMC and project outcomes. Two levels of project manager capability were found: potential capability and applied capability. Applied capability predicted project outcomes better than potential capability and was significantly correlated with a supportive organizational culture. Furthermore, applied capability was not significantly correlated with project management training and project management experience level. This study provides a foundation to help organizations begin to identify, prioritize, and implement improvements, in addition to training, that will target the critical gaps in their OPMC that are related to improved project outcomes. Leaders and managers will be able to consider the uniqueness of their organization's project management workforce, maturity of their project management culture, and supportiveness of their overall organizational culture in choosing the right mix of integrated improvement strategies.
|Adviser||Lisa H. Cree|
|Subjects||Management; Occupational psychology; Organization theory|
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