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<p>As an increasing number of large enterprise groups embark on the construction of Financial Shared Service Centres (FSSCs) to enhance their financial competitiveness, the identification and reinforcement of key competencies for the project management of FSSCs construction becomes ever more crucial. This paper employs the Organisational Competence Baseline (OCB) framework of the International Project Management Association (IPMA) to explore five competence dimensions for project management, accompanied by their respective twelve constituent elements. Integrating questionnaire surveys with a hybrid Multi-Criteria Decision-Making (MCDM) methodology, the research provides FSSC project management personnel with a practical organisational capability assessment model. Considering the interdependence of internal organisational capabilities, D-ANP was employed to identify capability interrelationships and weightings, while VIKOR was used to analyse existing capability gaps and propose improvements. Among these key competence dimensions, <i>‘Governance’</i> emerges as the most critical dimension. Key competence elements include <i>‘Project Management’</i>, <i>‘Resource Requirements’</i>, <i>‘People’s Competences Requirements’</i>, <i>‘Processes Alignment’</i>, and <i>‘Mission, Vision, Strategy’</i>.</p>

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Evaluating project management capabilities in financial shared service centres using the Organisational Competence Baseline: a hybrid MCDM approach

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  • 出版模式：

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  • 发表日期：

    2026年7月2日

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  • Deqiang Deng,
  • Yunxin Liu,
  • Yunliang Lou,
  • Minsi Zhang

摘要

As an increasing number of large enterprise groups embark on the construction of Financial Shared Service Centres (FSSCs) to enhance their financial competitiveness, the identification and reinforcement of key competencies for the project management of FSSCs construction becomes ever more crucial. This paper employs the Organisational Competence Baseline (OCB) framework of the International Project Management Association (IPMA) to explore five competence dimensions for project management, accompanied by their respective twelve constituent elements. Integrating questionnaire surveys with a hybrid Multi-Criteria Decision-Making (MCDM) methodology, the research provides FSSC project management personnel with a practical organisational capability assessment model. Considering the interdependence of internal organisational capabilities, D-ANP was employed to identify capability interrelationships and weightings, while VIKOR was used to analyse existing capability gaps and propose improvements. Among these key competence dimensions, ‘Governance’ emerges as the most critical dimension. Key competence elements include ‘Project Management’, ‘Resource Requirements’, ‘People’s Competences Requirements’, ‘Processes Alignment’, and ‘Mission, Vision, Strategy’.