Development of project-oriented management in Omsk companies
The article is aimed to determine the state of project-oriented management in Omsk companies and work out the recommendations on organizational project management systems development. The authors used project management maturity models as a research theoretical basic discovering common characters of the highest level of the project management competency development. The arrangement of the characters is underlying the determination of organizational project management systems components - methodological, organizational, informational, and personnel. The article contains findings of the empirical research of project-oriented management in Omsk companies in the context of organizational performance. The authors confirmed the connection between project management maturity of a company and its performance. It is empirically tested that high-performing organizations are significantly more likely to fully understand the value of project mana­ge­ment and their project management maturity is higher in comparison with low-performing organizations. Because of not high enough project management maturity level of Omsk companies, the authors worked out the recommendations on further development of organizational project management systems according to the archived maturity level. It is argued that the methodological component plays the key role in the organi­zational project management system while the organizational, personnel and informational components are infrastructural parts. The authors offered the ways of the systems components development. In order to increase the priority of project-oriented management development in a company, it is suggested that the project management development indicators should be included into the key performance indicators systems.