Chan Wai Lee

Understanding the requirements for project management maturity models: Awareness of the ICT industry in Malaysia

Surveys reveal that the higher the organization project management maturity level is, the greater it enhances project performance. However it is vital to first understand the requirements of such a maturity model in the context of the target industry or sector. In this study, we aim to assess the current status of project management maturity model (PMMM) adoption in Malaysias ICT industry as an initiative to conceptualize a model for use in the sector. An online survey was carried out to investigate the level of PMMM awareness, its extent of adoption or practices and its prerequisite requirements for use in the ICT industry. Based on our findings, a preliminary framework of the PMMM is proposed in our next phase of study.

Six Sigma in IT Processes, IT Services and IT Products: A Fact or a Fad? Six Sigma beyond Manufacturing in IT Processes, IT Services and IT Products

Quality is key for any organization to survive, compete and move forward in todays increasingly competitive business environment. Quality is determined by the product users, clients or customers, not by society in general. The aim is not to eliminate mistakes or defect completely, but to minimize the occurrence of defects/mistakes a company can manage and handle. A suitable and flexible quality improvement initiative can help companies formalize a systematic well-rounded approach covering top management all the way to the operations level in handling day-to-day tasks. Six Sigma is one of the upcoming methodologies gaining popularity amongst IT and non-IT organizations. Six Sigma is no longer a methodology solely for the manufacturing sector. An increase of Six Sigma adoption and implementation into the field of IT project management for medium-to-large scale organizations is observed. Nevertheless, the purpose of this paper is to create a general overview and raise awareness among IT organizations and IT specialists (especially in the region of South-East Asia) regarding the feasibility and possibility of adopting and implementing Six Sigma into the field of IT in the three IT business areas: IT Processes, IT Services and IT Products, not limiting to a single sub-trade of IT related businesses.

Comparing psychological empowerment levels of field employees in small and large companies of the oilfield service industry

This paper examines the difference in levels of psychological empowerment in Malaysian small and large oilfield service companys field employees in order to understand in which of the settings psychological empowerment strategy is most effective to the point the employees really feel empowered. According to [1], size-related characteristics of small companies usually manifest in challenges such as ability to offer career paths or reward packages equitable with large organizations. A total of 41 oilfield service field employees were investigated from 4 different oilfield service companies. The results indicate that field employees in smaller oilfield service companies experience less psychological empowerment compared to the field employees in the larger companies, suggesting that small oilfield service companies need to do more to empower their employees.

Psychological empowerment as a strategy for personnel retention in the oilfield service industry

The intellectual gap experienced by the oil and gas industry has created a hyper competitive environment forcing organizations to look for ways to retain their best talents beyond the traditional benefit offerings. This paper examines if components of psychological empowerment contribute to employee retention. To examine this, a survey was administered to 37 oilfield service personnel from different companies in Malaysia. The results indicate that psychological empowerment components of role ambiguity, span of control, sociopolitical support, access to information, access to resources, and participative unit climate encourage employee retention suggesting that retention programs which are cognitive in nature can yield intended result.

Key performance indicators for operational quality in the oil and gas industry a case study approach

The aim of this study is to identify the key performance indicators (KPIs) used to monitor and measure operational quality performance in the oil and gas industry. To investigate this, a face-to-face interview was administered to nine subject matter experts in oil and gas industry from different oil and gas companies in Malaysia, together with a study of two case companies -a service provider and an operator. The results indicate that key performance indicators for oilfield service companies (the service provider)are mostly operational in nature whereas that of the operator is strategic. This result can serve as a guide for businesses trying to adopt KPI in the oil and gas industry.

Improving quality of operations via industry-specific empowerment antecedents: A study of the oil and gas industry

This paper presents a model that identifies accountability, responsibility, and choice as high-level determinants of employee psychological empowerment in the oil and gas industry particularly in relation to improving operational quality. Psychological Empowerment is targeted at influencing the hearts and minds of the individual and can only be said to have taken place when the individual truly believes he is empowered. As such, there is a need to promote highly situated human cognition targeted at creating an empowered state of mind leading to the conviction, commitment, and conversion of the personnel to embracing organizational goals, in this case quality. To examine the relationship amongst the dimensions of psychological empowerment, a survey was administered to 239 oil and gas industry personnel in different countries. The results showed personnel in the industry link high empowerment to accountability, responsibility, and choice when investigated with meaningfulness, mindfulness, competence and impact.