University of Hertfordshire

In times of crisis invest in maturity: results of an assessment in Iceland

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Standard

In times of crisis invest in maturity : results of an assessment in Iceland. / Ingason, Helgi Thor; Dalcher, Darren; Jonasson, Haukur Ingi.

Proceedings 24th IPMA World Congress. 2010.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Harvard

Ingason, HT, Dalcher, D & Jonasson, HI 2010, In times of crisis invest in maturity: results of an assessment in Iceland. in Proceedings 24th IPMA World Congress. 24th IPMA World Congress, Istanbul, Turkey, 15/11/10.

APA

Ingason, H. T., Dalcher, D., & Jonasson, H. I. (2010). In times of crisis invest in maturity: results of an assessment in Iceland. In Proceedings 24th IPMA World Congress

Vancouver

Ingason HT, Dalcher D, Jonasson HI. In times of crisis invest in maturity: results of an assessment in Iceland. In Proceedings 24th IPMA World Congress. 2010

Author

Ingason, Helgi Thor ; Dalcher, Darren ; Jonasson, Haukur Ingi. / In times of crisis invest in maturity : results of an assessment in Iceland. Proceedings 24th IPMA World Congress. 2010.

Bibtex

@inproceedings{68a46b716d334c3d97304030d3afa4c8,
title = "In times of crisis invest in maturity: results of an assessment in Iceland",
abstract = "Following the collapse of the banking system in October 2008, Iceland has faced numerous challenges. Major changes are being made to some of the foundations of the society, for instance the banking sector, but questions have been raised on further basic changes in government and ministries, e.g. merging of ministries and official institutions, in order to increase efficiency, reduce cost and increase the capability of the government to deal with the present and future emerging situations. But given the new impetus on increasing efficiency, what is the status of project management maturity within the ministries? In order to foster effective improvement, there is a need to gain an understanding of the current state and capabilities. The project management maturity of Icelandic ministries was assessed in a simple way by looking at five of the twelve ministries in detail. The average maturity score of all the studied ministries is only 1,3 out of five. There would therefore seem to be a potential for considerable improvement in project efficiency and project results within the ministries. The paper argues that rather than cutting projects, the current focus needs to shift to creating and establishing capabilities that will underpin and sustain future improvement. Project management is central to economic recovery and developing the right balance of capabilities will deliver improvement in the long run and play a key part in delivering a new and improved future. In doing so it will also rehabilitate the profession and its reputation ",
author = "Ingason, {Helgi Thor} and Darren Dalcher and Jonasson, {Haukur Ingi}",
year = "2010",
language = "English",
booktitle = "Proceedings 24th IPMA World Congress",
note = "24th IPMA World Congress ; Conference date: 15-11-2010 Through 18-11-2010",

}

RIS

TY - GEN

T1 - In times of crisis invest in maturity

T2 - 24th IPMA World Congress

AU - Ingason, Helgi Thor

AU - Dalcher, Darren

AU - Jonasson, Haukur Ingi

PY - 2010

Y1 - 2010

N2 - Following the collapse of the banking system in October 2008, Iceland has faced numerous challenges. Major changes are being made to some of the foundations of the society, for instance the banking sector, but questions have been raised on further basic changes in government and ministries, e.g. merging of ministries and official institutions, in order to increase efficiency, reduce cost and increase the capability of the government to deal with the present and future emerging situations. But given the new impetus on increasing efficiency, what is the status of project management maturity within the ministries? In order to foster effective improvement, there is a need to gain an understanding of the current state and capabilities. The project management maturity of Icelandic ministries was assessed in a simple way by looking at five of the twelve ministries in detail. The average maturity score of all the studied ministries is only 1,3 out of five. There would therefore seem to be a potential for considerable improvement in project efficiency and project results within the ministries. The paper argues that rather than cutting projects, the current focus needs to shift to creating and establishing capabilities that will underpin and sustain future improvement. Project management is central to economic recovery and developing the right balance of capabilities will deliver improvement in the long run and play a key part in delivering a new and improved future. In doing so it will also rehabilitate the profession and its reputation

AB - Following the collapse of the banking system in October 2008, Iceland has faced numerous challenges. Major changes are being made to some of the foundations of the society, for instance the banking sector, but questions have been raised on further basic changes in government and ministries, e.g. merging of ministries and official institutions, in order to increase efficiency, reduce cost and increase the capability of the government to deal with the present and future emerging situations. But given the new impetus on increasing efficiency, what is the status of project management maturity within the ministries? In order to foster effective improvement, there is a need to gain an understanding of the current state and capabilities. The project management maturity of Icelandic ministries was assessed in a simple way by looking at five of the twelve ministries in detail. The average maturity score of all the studied ministries is only 1,3 out of five. There would therefore seem to be a potential for considerable improvement in project efficiency and project results within the ministries. The paper argues that rather than cutting projects, the current focus needs to shift to creating and establishing capabilities that will underpin and sustain future improvement. Project management is central to economic recovery and developing the right balance of capabilities will deliver improvement in the long run and play a key part in delivering a new and improved future. In doing so it will also rehabilitate the profession and its reputation

M3 - Conference contribution

BT - Proceedings 24th IPMA World Congress

Y2 - 15 November 2010 through 18 November 2010

ER -