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COMPETITIVENESS AND MATURITY IN PROJECT MANAGEMENT: THE BRAZILIAN EXPERIENCE 2005-2011

Russell D. Archibald, PhD (Hon), MSc, PMP

San Miguel de Allendé, Mexico
and
Darci Prado, PhD, IPMA-B

Belo Horizonté, Brazil

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Abstract

This paper is about the Brazilian experience in measuring and benchmarking maturity in project management/PM. It summarizes the research on this topic that has been in progress in Brazil since 2005, conducted by the authors and 110 volunteers using the Prado PM Maturity Model on the site at www.maturityresearch.com , and proposes establishing a similar PM maturity research program in the United States and Canada. First, we describe the competitive nature of the global marketplace and the importance of improving project management in that context, with statistics that show Brazil’s current economic situation within the global economy. Second, the Prado-PM Maturity Model (created in 2002 with a structure of 5 levels and 6 dimensions), is described. This model has been adopted by hundreds of Brazilian business, industry and governmental organizations for evaluating their PM maturity and for establishing growth and improvement plans for their PM capabilities. Third, the paper presents some important conclusions based on the 2005 to 2010 research results for three important project categories and business segments including the important conclusion that increasing project management maturity is directly correlated with increased project success. These research results include benchmarking of organizations and industry segments, variations in PM maturity values in Brazilian organizations for 10 project categories. The final major conclusion is that it is important for an organization to develop and grow in project management so they can obtain an important competitive advantage. Finally, we outline a proposal to initiate a similar PM maturity research project in the Unites States and Canada.

  1. 1.     Competitiveness in the Global Economy

The primary indicator of a country’s economic growth is by comparing its gross domestic product/GDP from year to year. (In Brazil this is commonly referred to as the gross national product/GNP.) This growth is dependent on opportunities in the global economic scenario, the country’s economic strategies, and the global competitiveness of its business, industrial, and governmental organizations. Brazil has had a favorable economic environment in recent years, thanks primarily to its national economic policies that have promoted consumption by the middle class, and both its household consumption and its commodities exports are high. However, its competitiveness in the global marketplace is rather low. Figure 1 shows the comparative growth rates for China, India and Brazil for the past 11 years, and Figure 2 shows Brazil’s relative global position in GDP/GNP in 2011.

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This paper was originally presented at the 6th Annual UT Dallas Project Management Symposium in Texas in August 2012 and first published in the conference Proceedings.  It is republished here with permission of the authors and the University of Texas at Dallas.  For information about the annual UT Dallas Project Management Symposium, visit http://jindal.utdallas.edu/executive-education/executive-degree-programs/project-management/pm-symposium/

About the Authors

Russell Archibald

Co-Author

RUSSELL D. ARCHIBALD, PhD (Hon), MScME (U Texas Austin1956), BSME (U Missouri 1948), PMP, Fellow PMI (member No. 6) and Honorary Fellow APM-UK/IPMA (member of the Board of IPMA/INTERNET 1974-83), held engineering and executive positions in aerospace, petroleum, telecommunications, and automotive industries in the USA, France, Mexico and Venezuela. Russ had 9 years of active duty as a pilot officer with the U.S. Army Air Corps and the U. S. Air Force. Since 1982 he has consulted to companies, agencies and development banks in 16 countries on 4 continents, and has taught project management principles and practices to thousands of managers and specialists around the world. He is the author of Managing High-Technology Programs and Projects, 3rd Edition 2003, also published in Russian, Italian, and Chinese, and has published other books (in English, Italian, Japanese, and Hungarian) and many papers on project management. Russ received the Jim O’Brien Lifetime Achievement Award in 2006 from the PMI College of Scheduling. Website: http://russarchibald.comRuss can be contacted at [email protected].

Darci Prado

Co-Author

DARCI PRADO is consultant and partner of INDG in Brazil. He is an engineer, with graduate studies in Economical Engineering at UCMG and PhD in Project Management from UNICAMP, Brazil. He has worked for IBM for 25 years and with UFMG Engineering School for 32 years. He holds the IPMA Level B Certification. He was one of the founders of Minas Gerais State and Parana State PMI chapters, and he was member of Board Directors of Minas Gerais State PMI chapter during 1998-2002 and member of the Consulting Board during 2003-2009. He was also the president of IPMA Minas Gerais State chapter during 2006-2008. He is conducting Project Management maturity research in Brazil, Italy, Spain and Portugal together with Russell Archibald. He is author of seven books on project management and is also author of a methodology, a software application, and a maturity model for project management.  Darci Prado can be contacted at [email protected].

Website: http://www.maturityresearch.com/novosite/index.html