Purpose: – The purpose of this paper is to describe the concepts of two new approaches offered by IPMA through its internationally widespread member associations: IPMA Delta® for assessing and developing project management maturity and the IPMA Organisational Competence Baseline (OCB), acting as reference model for IPMA Delta. In addition to this description, a case study reveals insights in the usage of IPMA Delta and the benefits realized through such a holistic assessment of project management maturity. Design/methodology/approach: – The paper takes the form of a conceptual paper and a case study. Findings: – IPMA Delta is a holistic assessment of the organisational competence in managing projects. Three modules are used to assess the competence of selected individuals, the application of project management in selected projects and the organisation's approach of managing projects. Through the assessment, an organisation gets insights in regard to the current maturity and the Delta to a desired target state. Recommendations drive the continuous development of organisational competences in managing projects, which is shown in the case of the Chernobyl Nuclear Power Plant. This case study also reveals insights in the benefits realized through such a holistic maturity assessment. Originality/value: – This conceptual paper builds on organisational competence in managing projects, a new concept in the world of maturity models offering a holistic view beyond processes.

A model and a method for studying the dynamics of the structure of a portfolio of projects for the development of organizations, taking into account the resistance of information entropy The portfolio of projects for the development of organizations is considered in the form of a flexible structure within a certain perspective and is subject to periodic adjustment taking into account the emerging changes in the external and internal environment, including changes in the priorities of organizations. The emergence of new approaches and theories initiates the need to revise the models and methods of forming portfolios of organizational development projects in any context of their consideration. The authors consider the idea of using information entropy in managing the development of organizations. The idea integrates various aspects of the application of entropy to modelling the dynamics of organizations. Information entropy is considered the main deterrent to the success of the development of organizations. The source of this entropy is the uncertainty of the external environment and internal environment. The only way to “resist” this entropy is to influence the external environment in a certain way, in particular, to structure a certain part of it and control the dynamics of portfolio management. The proposed model provides the maximization of the value of the portfolio of projects and its minimum allowable boundary, taking into account each aspect of the value reflected by a specific goal from the considered integral set.

The article presents the development of project management based on knowledge convergence. The authors propose a model of genome of methodologies for management of project, programs and portfolios of organization projects.

The success of breakthrough projects and programs depends on two groups of factors: (i) the competence of organisations in managing of this projects and programs; (ii) "Entrepreneurial spirit (energy)" that is formed by the leadership of the organisation successful completion of the breakthrough projects. The success of the breakthrough project, as a management category, has contradictions which are formed as a result of different views of the interested parties. Thus, each of the key interested party has its level of competence in project management and may have opposing views on the success of the projects and their products and a new benchmark. The entrepreneurial energy of various interested parties promoting the breakthrough project contains contradictions which are to be accounted for by the organisation's leadership and emotion intelligence in project management processes. Entrepreneurial energy depends on "entrepreneurial capability" available in the organisation and the key interested parties. It is a set of orientations for success, individual and collective responsibility, cognitive capability, Emotion intelligence, freedom of expression and creativity. Entrepreneurial capabilities are a socio-determined set of features for organising and operating a business, which entrepreneurs could possess. The business often breakthrough capabilities are characterized by such properties as efforts to promote innovations, forms of implementation of the role function, the final product of economic creativity, ability to take risks, creativity, leadership ability as an entrepreneur, and individual psychological characteristics of the entrepreneur as management skills, independence in the selection and decision-making ability to respond to changes in the economic and social situation. Summing up all these definitions in the category of breakthrough concepts and tools for project management, we should note that the entrepreneurial capabilities determine the maturity or organisational competence in the management of projects, programs and portfolios of projects.