Using a matrix for assessing organizational maturity levels to determine an indicator of its effectiveness

  • Authors: Akhokhova A.V.1,2, Tkhabisimova I.K.1, Piyakartova Z.M.1, Nazranov B.M.1, Tkhabisimova A.B.1
  • Affiliations:
    1. Federal State Budgetary Educational Institution of Higher Education “Kabardino-Balkarian State University named after H.M.Berbekov» Ministry of Education and Science of Russia
    2. Limited liability company Firm «SEM»
  • Issue: No 2 (2024)
  • Section: Социальная структура, социальные институты и процессы
  • URL: http://bulleten-nriph.ru/journal/article/view/2757
  • DOI: https://doi.org/10.25742/NRIPH.2024.02.017
  • Cite item

Abstract


Introduction. The lack of universal methodological approaches to assessing the level of maturity of medical organizations that are poorly adapted to project activities in modern conditions is a relevant subject of discussion in this article.
The purpose of the research question was to determine, using the Matrix, the level of organizational maturity of project management by a medical organization associated with the project management system to determine a strategy for proactive development.
Materials and methods. Data from medical organizations implementing regional projects were analyzed. The information base for the study was federal and regional regulatory legal acts published in the legislative reference and legal systems of the Russian Federation, and electronic resources.
Results. Each medical organization implementing projects has its own internal resources, which determines further tactics and the chosen strategy to achieve its goals. The defining components of a project management system, on the one hand, are: the organizational structure, the level of competence of employees, the technologies used and the formalization of processes. On the other hand, the elements of organizational maturity are best design practices, their assessment with the possibility of integration, prospects for improvement with subsequent analysis of the results.
The Matrix for assessing the organizational maturity of the project management model proposed by the author serves as a kind of catalyst that determines the adaptability of a medical organization to the implementation of projects in the present for the long-term prediction of results in the future.
The current assessment of the level of maturity of project management will allow a medical organization to make a transition to a new level of development, respond more dynamically to changes in the external environment, and also effectively use its own internal reserves, and therefore be competitive.
Conclusions. The leading role in the proactive development of a medical organization is played by the level of project organizational maturity of project management (current and target), which is a tool for determining the actual state of project activities to create conditions for improving the quality of management in the future.


About the authors

Azis V. Akhokhova

Federal State Budgetary Educational Institution of Higher Education “Kabardino-Balkarian State University named after H.M.Berbekov» Ministry of Education and Science of Russia;
Limited liability company Firm «SEM»

Author for correspondence.
Email: Aza_stih@mail.ru
ORCID iD: 0000-0003-2370-9701

Russian Federation, Nalchik, Russian Federation; Russian Federation

Irina K. Tkhabisimova

Federal State Budgetary Educational Institution of Higher Education “Kabardino-Balkarian State University named after H.M.Berbekov» Ministry of Education and Science of Russia

Email: tkhabisim@mail.ru
ORCID iD: 0000-0003-4065-989X

Russian Federation, Nalchik, Russian Federation

Zarina M. Piyakartova

Federal State Budgetary Educational Institution of Higher Education “Kabardino-Balkarian State University named after H.M.Berbekov» Ministry of Education and Science of Russia

Email: piakartovazarina@gmail.com
ORCID iD: 0009-0005-5357-4520

Russian Federation, Nalchik, Russian Federation

Beslan M. Nazranov

Federal State Budgetary Educational Institution of Higher Education “Kabardino-Balkarian State University named after H.M.Berbekov» Ministry of Education and Science of Russia

Email: nazranov1@mail.ru
ORCID iD: 0009-0004-4103-5215

Russian Federation, Nalchik, Russian Federation

Angela B. Tkhabisimova

Email: anzhik181@gmail.com
ORCID iD: 0009-0003-2374-853X

Russian Federation

References

  1. Ilyina O.N. Estimation of project management maturity level in the organization. Russian entrepreneurship. [Rossiyskoe predprinimatelstvo], 2008;(11):26—30 (in Russian).
  2. Garan'shina V.I. Assessment of the level of maturity of project management in an organization. Economics, management and law in modern conditions: Interuniversity collection of articles. Under the general editorship of S.M.Anpilov. 2020;(36):33—38 (in Russian).
  3. Rusyakova M.S. Overview of modern models for evaluating the maturity of project management. Young scientist. [Molodoy uchenyy]. 2014;11(70):230—236 (in Russian).
  4. N.K. Shemetova, A.S. Dobrokhotov. Models for evaluating the maturity of the project management system. Young scientist. [Molodoy uchenyy]. 2020;49(339):156—157 (in Russian).
  5. Crawford K.J. Project Management Maturity Model. New York: Auerbach Publications. 2007. 235 p.
  6. ISO/IEC. (2008). FCD 24765 — Systems and Software Engineering Vocabulary. Geneve: International Organization of Standartization.
  7. Backlund F., Choronner D., Sundqvist E. Project Management Maturity Models — A Critical Review. A case study within Swedish engineering and construction organizations. 27th IPMA World Congress. 2014;(119):837—846.
  8. Anderson E.S., Jessen S.A. Project maturity in organizations. International Journal of Project Management Accounting. 2003;(21):457—461.
  9. Jugdev K., Thomas J. Project Management Maturity Models: The Silver Bullets of Competitive Advantage? Project Management Journal. 2002;(33):4—14.
  10. Pasian B.L. Project management maturity: a critical analysis of existing and emergent сontributing factors. Sydney: University of Technology; 2011.
  11. Kerzner G. Strategic planning for project management using a maturity model. Moscow: DMK Press; 2003 (in Russian).
  12. Khokhlov D.S., Slabinskiy S.V. Formation of a portfolio of projects based on an assessment of the project maturity of the organization. Innovative science. [Innovatsionnaya nauka]. 2022;8(1):33—35 (in Russian).
  13. Pennypacker J.S. & Grant K.P. Project management maturity: an industry benchmark. Project Management Journal. 2003;(34):4—11.
  14. Uzbekova A.M. Analysis of project management through maturity models. Scientific notes of young researchers. [Nauchnye zapiski molodykh issledovateley]. 2017;(4):16—22 (in Russian).
  15. Markov O.A., Loginov M.P. Maturity assessment of project management. Management issues. [Voprosy upravleniya]. 2018;3(33):133—141 (in Russian).
  16. Erlygina E.G., Filimonova V.D. A corporate project management system is an effective tool for managing an enterprise’s activities. Bulletin of Science and Practice. [Byulleten' nauki i praktiki].2019;(5):6 (in Russian).
  17. Esina E.A., Kalabina E.G. Development of a conceptual model for assessing the digital maturity of the regional healthcare system: the case of the Sverdlovsk Region. Digital models and solutions. [Tsifrovye modeli i resheniya]. 2022;1(3):45—58 (in Russian). doi: 10.29141/2782- 4934-2022-1-3-4
  18. Nikolayenko V.S. Project management maturity model: project risk management. Innovations in management. [Innovatsii v menedzhmente]. 2021;1(27):38—47 (in Russian).
  19. Nikolayenko V.S., Miroshnichenko Ye.A., Gritsayev R.T. Project Management Maturity Models: A Critical Review. Public Administration. Electronic Bulletin. [Gosudarstvennoe upravlenie. Elektronnyy vestnik]. 2019;(73):71—111 (in Russian).

Statistics

Views

Abstract - 0

PDF (Russian) - 0

Cited-By


PlumX

Dimensions


Copyright (c) 2025 ФГБНУ Национальный НИИ Общественного здоровья имени Н.А. Семашко

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Mailing Address

Address: 105064, Moscow, st. Vorontsovo Pole, 12, building 1

Email: r.bulletin@yandex.ru

Phone: +7 (495) 917-90-41 add. 136



Principal Contact

Kuzmina Uliia Aleksandrovna
EXECUTIVE SECRETARY
FSSBI «N.A. Semashko National Research Institute of Public Health»

105064, Vorontsovo Pole st., 12, Moscow


Email: r.bulletin@yandex.ru

This website uses cookies

You consent to our cookies if you continue to use our website.

About Cookies