An approach to improve organizational project management using an interpretive structural model based on earned value management maturity model (Studied case: An Iranian oil and gas company)

Abstract

This research focuses on analyzing and improving Organizational Project Management (OPM) at the Isfahan Oil Refinery Company by leveraging the Earned Value Management Maturity Model (EVM3). Earned Value Management (EVM) is highlighted as a practical methodology that unifies schedule, cost, and scope to accurately measure project progress, enabling timely decision-making and corrective actions.The primary objective was to enhance the OPM maturity level of the refinery using EVM3 criteria. The study first assessed the organization’s initial project management maturity via the OPM3 questionnaire to identify weaknesses. These weaknesses were then linked to the EVM3 standard criteria using an Interpretive Structural Model (ISM). Finally, the results were analyzed using the Matrice d’Impact Croisé Multiplication Appliquée à un Classement (MICMAC) method to determine the most critical factors.The findings revealed that the most important criteria requiring strengthening are increased attention to scheduling and the integration process across different knowledge areas and process groups. To address these deficiencies, major policy proposals include implementing public-level project management training for all team members, specialized training for project managers, and establishing external monitoring teams to oversee performance and ensure integration between processes and scheduling. These improvement stages (standardization, measurement, control, and improvement) were systematically pursued based on the EVM3 framework