Project management maturity. A trend analysis
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maturity, maturity models, maturity in project management, project management
Maturity models are tools that guide organizations on their path from process standardization and consolidation of a project management culture to excellence in project management with the purpose of achieving a competitive advantage. This research aims to identify the evolution and trend in research related to project management maturity. A validated systematic literature review methodology was used. The results show that the origins of the study of this field of knowledge date back to the first decades of the 20th century in the field of quality assurance and process improvement. Current models incorporate elements of sustainability and Industry 4.0 into the maturity models. The maturity models most frequently mentioned in the scientific literature are also identified and their convergent and divergent elements are identified.
M. M. De Carvalho and R. Rabechini Junior, “Impact of risk management on project performance: the importance of soft skills”, International Journal of Production Research, vol. 53, no. 2, pp. 321–340, Jan. 2014, doi: 10.1080/00207543.2014.919423
F. Backlund, D. Chronéer, and E. Sundqvist, “Project Management Maturity Models – A Critical Review”, Procedia - Soc. Behav. Sci., vol. 119, pp. 837–846, 2014, doi: 10.1016/j.sbspro.2014.03.094
H. Kerzner, Gestión de proyectos: Las mejores prácticas, Porto Alegre: Bookman, 2006
PMI, Guía de los Fundamentos para la direccion de Proyectos PMBOK, Sexta ed. Newton Square, Pennsylvania: Global Standard, 2017
H. Kerzner, Project management: A systems approach to planning, scheduling, and controlling, 8th ed., New Jersey: John Wiley & Sons, 2003
L. Ibrahim et al., The Federal Aviation Administration Integrated Capability Maturity Model ® (FAA-iCMM ®): An Integrated Capability Maturity Model for Enterprise-wide Improvement, Pensilvania; Carnegie Mellon University, 2001
J. H. Baumert and M. S. McWhinney, Software Measures and the Capability Maturity Model, Pennsylvania: Carnegie Mellon University, September, 1992
C. Hakes, The EFQM excellence model for assessing organizational performance for assessing organizational performance – a management guide, Reino Unido:Van Haren Publishing, 2007
P. M. PMI, A guide to the project management body of knowledge PMBOK GUIDE, 2017
Y. H. Kwak, H. Sadatsafavi, J. Walewski, and N. L. Williams, “Evolution of project based organization: A case study”, Int. J. Proj. Manag., vol. 33, no. 8, pp. 1652–1664, Nov. 2015, doi: 10.1016/J.IJPROMAN.2015.05.004
O. Ibert, “Projects and firms as discordant complements: organisational learning in the Munich software ecology,” Res. Policy, vol. 33, no. 10, pp. 1529–1546, Dec. 2004, doi: 10.1016/J.RESPOL.2004.08.010
R. Gareis and M. Huemann, “Project management competences in the project-oriented organization”, Gower handbook of project management, vol. 3, p. 31-43, 2000
H. F, Castro-Silva, “Metodología de gestión de proyectos con enfoque de agentes intervinientes. Integración del ciclo en cooperacion internacional”. Tesis de doctorado. Universidad EAN. 2018
T. F. De Souza and C. F. S. Gomes, “Assessment of maturity in project management: A bibliometric study of main models”, Procedia Comput. Sci., vol. 55, no. Itqm, pp. 92–101, 2015, doi: 10.1016/j.procs.2015.07.012
A. Merino Trujillo, “Como escribir documentos científicos (Parte 3) Articulo de Revisión”, Salud en Tabasco, vol. 17, pp. 36–40, 2011
A. J. Onwuegbuzie, R. M. Bustamante, and J. A. Nelson, “Mixed Research as a Tool for Developing Quantitative Instruments”, Journal of Mixed Methods Research, vol. 4, no. 1, pp. 56–78, Dec. 2009, doi: 10.1177/1558689809355805
D. Tranfield, D. Denyer, and P. Smart, “Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic Review,” Br. J. Manag., vol. 14, no. 3, pp. 207–222, Sep. 2003, doi: 10.1111/1467-8551.00375
L. Pereira, A. Fernandes, M. Sempiterno, A. Dias, R. Lopes da Costa, N. António, “Knowledge Management Maturity Contributes to Project-Based Companies in an Open Innovation Era”, J. Open Innov. Technol. Mark. Complex, 2021, vol. 7, no. 2, p.126. https://doi.org/10.3390/joitmc7020126
J. Shen, “An Exploratory Study on Project Management Maturity Assessment for Agricultural Enterprises”, Journal of System and Management Sciences, vol. 11, no. 3, pp. pp. 235-245, 2021. doi:10.33168/JSMS.2021.0312
A. Gandhi, Y.G. Sucahyo, “Architecting an Advanced Maturity Model for Business Processes in the Gig Economy: A Platform-Based Project Standardization”, Economies, vol. 9, p.176. 2021. doi: 10.3390/economies9040176
J. Magano, C. Sousa Silva, M. Martins, “Project Management in the Biotech Context: Exploring the Interrelation between Maturity and Sustainable Project Management”, Sustainability. 2021, vol. 13, no. 21, p. 12090. doi: 10.3390/su132112090
PMI, Project Management Institute – PMI. Organization Project Management Maturity Model (OPM3). Pennsilvania: Newton Square: Project Management Institute, 2008
M. Sarshar, R. Haigh, and D. Amaratunga, “Improving project processes: Best practice case study,” Constr. Innov., vol. 4, no. 2, pp. 69–82, Jun. 2004, doi: 10.1108/14714170410815015/FULL/XML
R. Bate et al., Maturity Model A Systems Engineering Capability Maturity Model, Version 1.1 SE-CMM Systems Engineering Improvement, Software Engineering Institute, 1995
R. L. Nolan, “Managing the computer resource”, Commun. ACM, vol. 16, no. 7, pp. 399–405, Jul. 1973, doi: 10.1145/362280.362284
P. B. Crosby, Quality is free : the art of making quality certain, New York : McGraw-Hill, 1979
E. Fabbro y S. Tonchia, “Project Management Maturity Models: Literature Review and New Developments”, Journal of Modern Project Management, vol. 8, no. 3, pp. 30–44, 2021. doi: 10.19255/JMPM02503
N. Azmy, J. S. Shane, and C. Strong, Kelly, “Adopting Construction Industry Institute ( Cii ) Best Practices in Malaysia”, in AEC Conf., no. Cii, 2010
O. Zwikael, G. Levin, and P. F. Rad, “Top management support - the project friendly organization”, Zwikael, O., Levin, G., Rad, P.F. (2008). Top Manag. Support - Proj. friendly Organ. Cost Eng. vol. 50, pp. 22-30., 2008
T. J. Cooke-Davies and A. Arzymanow, “The maturity of project management in different industries: An investigation into variations between project management models”, Int. J. Proj. Manag., vol. 21, no. 6, pp. 471–478, 2003. doi: 10.1016/S0263-7863(02)00084-4
T. Cummings and C. Worley, Organization development and change, 9th ed., Ohio: Mason, 2009
D. Prado, “Por qué es importante evolucionar en la gerencia de los proyectos?,” Mundo PM., vol. 38, pp. 37-40, 2011
Team, CMMI Product, Capability Maturity Model® Integration (CMMI), Version 1.1--Continuous Representation, Carnegie Mellon University. Report, 2018. doi: 10.1184/R1/6572141.v1
R. Rabenchini Jr., Competencias y madurez en gestión de proyectos. Una perspectiva estrucutrada, São Paulo: Editora Annablume, 2005
S. P. López and J. J. Muriel, “Correlación entre la madurez en la gestión de proyectos y el éxito de los mismos en una muestra de universidades Colombianas,” Universidad ICESI, 2011
J. K. Crawford, “Project Management Maturity Model”, Proj. Manag. Matur. Model, Apr. 2021. doi: 10.1201/9781003129523
A. Miklosika, “Improving project management performance through capability.,” in 3rd Economics & Finance Conference, Rome, Italy, April 14-17, 2015 and 4th Economics & Finance Conference, London, UK, August 25-28, pp. 522–530, 2015
R. Dion, “Process improvement and the corporate balance sheet”, IEEE Softw., vol. 10, no. 4, pp. 28–35, 1993
J. Herbsleb and D. Goldenson, “A system survey of CMM experience and results.,” in Proceedings of International Conference on Software, Engineering, vol. 18, pp. 323–330, 1996
J. Jiang, G. Klein, H. Hwang, and J. Huang, “An exploration of the relationship between software development process maturity and project performance”, Inf. Manag., vol. 41, no. 3, pp. 279–288, 2004
H. Yazici, “The role of project management maturity and organizational”, Proj. Manag. J., vol. 40, no. 3, pp. 14–33, 2009
C. Besner and B. Hobbs, “Contextualized project management practice: a cluster analysis of practices and best practices.,” Proj. Manag. J., vol. 44, no. 1, pp. 17–34, 2013
P. Ghoddousi, Z. Amini, and M. Hosseini, “A survey on the maturity state of Iranian grade one construction companies utilizing OPM3 maturity model”, Tech. Technol. Educ. Manag., vol. 6, no. 1, pp. 69–77, 2011
M. Mullaly, “Longitudinal analysis of project management maturity”, Proj. Manag. J., vol. 36, no. 3, pp. 62–73, 2006
R. Shah and P. Ward, “Defining and developing measures of lean production”, J. Oper. Manag., vol. 25, no. 4, pp. 785–805, 2007
R. Medina and A. Medina, “The project manager and the organisation’s long-term competence goal”, Int. J. Proj. Manag., vol. 32, no. 8, pp. 1459–1470, 2014
E. Andersen and S. Jessen, “Project maturity in organisations”, Int. J. Proj. Manag., vol. 21, no. 6, pp. 457–461. doi: 10.1016/S0263- 7863(02)00088-1
F. Ling, S. Ong, Y. Ke, S. Wang, and P. Zou, “Drivers and barriers to adopting relational contracting practices in public projects: Comparative study of Beijing and Sydney”, Int. J. Proj. Manag., vol. 32, no. 2, pp. 275–285, 2014
A. Shenhar, “One size does not fit all projects: exploring classical contingency domains”, Manage. Sci., vol. 47, no. 3, pp. 394–414, 2001
L. Klein, C. Biesenthal, and E. Dehlin, “Improvisation in project management: A praxeology”, Int. J. Proj. Manag., vol. 32, no. 2, pp. 267–277, 2015. doi: 10.1016/ j.ijproman.2014.01.011
V. Seppänen, “Evolution of competence in software subcontracting projects”, Int. J. Proj. Manag., vol. 20, no. 2, pp. 155–164., 2002. doi: 10.1016/S0263-7863(00)00043-0
D. Miller, “Evolution and revolution: A quantum view of structural change in organizations”, J. Manag. Stud., vol. 19, no. 2, pp. 131–151, 1982
R. Wendler, “The maturity of maturity model research: A systematic mapping study.,” Inf. Softw. Technol., vol. 54, no. 12, pp. 1317–1339, 2012. doi: 10.1016/j.infsof.2012.07.007
Maturity models are tools that guide organizations on their path from process standardization and consolidation of a project management culture to excellence in project management with the purpose of achieving a competitive advantage. This research aims to identify the evolution and trend in research related to project management maturity. A validated systematic literature review methodology was used. The results show that the origins of the study of this field of knowledge date back to the first decades of the 20th century in the field of quality assurance and process improvement. Current models incorporate elements of sustainability and Industry 4.0 into the maturity models. The maturity models most frequently mentioned in the scientific literature are also identified and their convergent and divergent elements are identified.
M. M. De Carvalho and R. Rabechini Junior, “Impact of risk management on project performance: the importance of soft skills”, International Journal of Production Research, vol. 53, no. 2, pp. 321–340, Jan. 2014, doi: 10.1080/00207543.2014.919423
F. Backlund, D. Chronéer, and E. Sundqvist, “Project Management Maturity Models – A Critical Review”, Procedia - Soc. Behav. Sci., vol. 119, pp. 837–846, 2014, doi: 10.1016/j.sbspro.2014.03.094
H. Kerzner, Gestión de proyectos: Las mejores prácticas, Porto Alegre: Bookman, 2006
PMI, Guía de los Fundamentos para la direccion de Proyectos PMBOK, Sexta ed. Newton Square, Pennsylvania: Global Standard, 2017
H. Kerzner, Project management: A systems approach to planning, scheduling, and controlling, 8th ed., New Jersey: John Wiley & Sons, 2003
L. Ibrahim et al., The Federal Aviation Administration Integrated Capability Maturity Model ® (FAA-iCMM ®): An Integrated Capability Maturity Model for Enterprise-wide Improvement, Pensilvania; Carnegie Mellon University, 2001
J. H. Baumert and M. S. McWhinney, Software Measures and the Capability Maturity Model, Pennsylvania: Carnegie Mellon University, September, 1992
C. Hakes, The EFQM excellence model for assessing organizational performance for assessing organizational performance – a management guide, Reino Unido:Van Haren Publishing, 2007
P. M. PMI, A guide to the project management body of knowledge PMBOK GUIDE, 2017
Y. H. Kwak, H. Sadatsafavi, J. Walewski, and N. L. Williams, “Evolution of project based organization: A case study”, Int. J. Proj. Manag., vol. 33, no. 8, pp. 1652–1664, Nov. 2015, doi: 10.1016/J.IJPROMAN.2015.05.004
O. Ibert, “Projects and firms as discordant complements: organisational learning in the Munich software ecology,” Res. Policy, vol. 33, no. 10, pp. 1529–1546, Dec. 2004, doi: 10.1016/J.RESPOL.2004.08.010
R. Gareis and M. Huemann, “Project management competences in the project-oriented organization”, Gower handbook of project management, vol. 3, p. 31-43, 2000
H. F, Castro-Silva, “Metodología de gestión de proyectos con enfoque de agentes intervinientes. Integración del ciclo en cooperacion internacional”. Tesis de doctorado. Universidad EAN. 2018
T. F. De Souza and C. F. S. Gomes, “Assessment of maturity in project management: A bibliometric study of main models”, Procedia Comput. Sci., vol. 55, no. Itqm, pp. 92–101, 2015, doi: 10.1016/j.procs.2015.07.012
A. Merino Trujillo, “Como escribir documentos científicos (Parte 3) Articulo de Revisión”, Salud en Tabasco, vol. 17, pp. 36–40, 2011
A. J. Onwuegbuzie, R. M. Bustamante, and J. A. Nelson, “Mixed Research as a Tool for Developing Quantitative Instruments”, Journal of Mixed Methods Research, vol. 4, no. 1, pp. 56–78, Dec. 2009, doi: 10.1177/1558689809355805
D. Tranfield, D. Denyer, and P. Smart, “Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic Review,” Br. J. Manag., vol. 14, no. 3, pp. 207–222, Sep. 2003, doi: 10.1111/1467-8551.00375
L. Pereira, A. Fernandes, M. Sempiterno, A. Dias, R. Lopes da Costa, N. António, “Knowledge Management Maturity Contributes to Project-Based Companies in an Open Innovation Era”, J. Open Innov. Technol. Mark. Complex, 2021, vol. 7, no. 2, p.126. https://doi.org/10.3390/joitmc7020126
J. Shen, “An Exploratory Study on Project Management Maturity Assessment for Agricultural Enterprises”, Journal of System and Management Sciences, vol. 11, no. 3, pp. pp. 235-245, 2021. doi:10.33168/JSMS.2021.0312
A. Gandhi, Y.G. Sucahyo, “Architecting an Advanced Maturity Model for Business Processes in the Gig Economy: A Platform-Based Project Standardization”, Economies, vol. 9, p.176. 2021. doi: 10.3390/economies9040176
J. Magano, C. Sousa Silva, M. Martins, “Project Management in the Biotech Context: Exploring the Interrelation between Maturity and Sustainable Project Management”, Sustainability. 2021, vol. 13, no. 21, p. 12090. doi: 10.3390/su132112090
PMI, Project Management Institute – PMI. Organization Project Management Maturity Model (OPM3). Pennsilvania: Newton Square: Project Management Institute, 2008
M. Sarshar, R. Haigh, and D. Amaratunga, “Improving project processes: Best practice case study,” Constr. Innov., vol. 4, no. 2, pp. 69–82, Jun. 2004, doi: 10.1108/14714170410815015/FULL/XML
R. Bate et al., Maturity Model A Systems Engineering Capability Maturity Model, Version 1.1 SE-CMM Systems Engineering Improvement, Software Engineering Institute, 1995
R. L. Nolan, “Managing the computer resource”, Commun. ACM, vol. 16, no. 7, pp. 399–405, Jul. 1973, doi: 10.1145/362280.362284
P. B. Crosby, Quality is free : the art of making quality certain, New York : McGraw-Hill, 1979
E. Fabbro y S. Tonchia, “Project Management Maturity Models: Literature Review and New Developments”, Journal of Modern Project Management, vol. 8, no. 3, pp. 30–44, 2021. doi: 10.19255/JMPM02503
N. Azmy, J. S. Shane, and C. Strong, Kelly, “Adopting Construction Industry Institute ( Cii ) Best Practices in Malaysia”, in AEC Conf., no. Cii, 2010
O. Zwikael, G. Levin, and P. F. Rad, “Top management support - the project friendly organization”, Zwikael, O., Levin, G., Rad, P.F. (2008). Top Manag. Support - Proj. friendly Organ. Cost Eng. vol. 50, pp. 22-30., 2008
T. J. Cooke-Davies and A. Arzymanow, “The maturity of project management in different industries: An investigation into variations between project management models”, Int. J. Proj. Manag., vol. 21, no. 6, pp. 471–478, 2003. doi: 10.1016/S0263-7863(02)00084-4
T. Cummings and C. Worley, Organization development and change, 9th ed., Ohio: Mason, 2009
D. Prado, “Por qué es importante evolucionar en la gerencia de los proyectos?,” Mundo PM., vol. 38, pp. 37-40, 2011
Team, CMMI Product, Capability Maturity Model® Integration (CMMI), Version 1.1--Continuous Representation, Carnegie Mellon University. Report, 2018. doi: 10.1184/R1/6572141.v1
R. Rabenchini Jr., Competencias y madurez en gestión de proyectos. Una perspectiva estrucutrada, São Paulo: Editora Annablume, 2005
S. P. López and J. J. Muriel, “Correlación entre la madurez en la gestión de proyectos y el éxito de los mismos en una muestra de universidades Colombianas,” Universidad ICESI, 2011
J. K. Crawford, “Project Management Maturity Model”, Proj. Manag. Matur. Model, Apr. 2021. doi: 10.1201/9781003129523
A. Miklosika, “Improving project management performance through capability.,” in 3rd Economics & Finance Conference, Rome, Italy, April 14-17, 2015 and 4th Economics & Finance Conference, London, UK, August 25-28, pp. 522–530, 2015
R. Dion, “Process improvement and the corporate balance sheet”, IEEE Softw., vol. 10, no. 4, pp. 28–35, 1993
J. Herbsleb and D. Goldenson, “A system survey of CMM experience and results.,” in Proceedings of International Conference on Software, Engineering, vol. 18, pp. 323–330, 1996
J. Jiang, G. Klein, H. Hwang, and J. Huang, “An exploration of the relationship between software development process maturity and project performance”, Inf. Manag., vol. 41, no. 3, pp. 279–288, 2004
H. Yazici, “The role of project management maturity and organizational”, Proj. Manag. J., vol. 40, no. 3, pp. 14–33, 2009
C. Besner and B. Hobbs, “Contextualized project management practice: a cluster analysis of practices and best practices.,” Proj. Manag. J., vol. 44, no. 1, pp. 17–34, 2013
P. Ghoddousi, Z. Amini, and M. Hosseini, “A survey on the maturity state of Iranian grade one construction companies utilizing OPM3 maturity model”, Tech. Technol. Educ. Manag., vol. 6, no. 1, pp. 69–77, 2011
M. Mullaly, “Longitudinal analysis of project management maturity”, Proj. Manag. J., vol. 36, no. 3, pp. 62–73, 2006
R. Shah and P. Ward, “Defining and developing measures of lean production”, J. Oper. Manag., vol. 25, no. 4, pp. 785–805, 2007
R. Medina and A. Medina, “The project manager and the organisation’s long-term competence goal”, Int. J. Proj. Manag., vol. 32, no. 8, pp. 1459–1470, 2014
E. Andersen and S. Jessen, “Project maturity in organisations”, Int. J. Proj. Manag., vol. 21, no. 6, pp. 457–461. doi: 10.1016/S0263- 7863(02)00088-1
F. Ling, S. Ong, Y. Ke, S. Wang, and P. Zou, “Drivers and barriers to adopting relational contracting practices in public projects: Comparative study of Beijing and Sydney”, Int. J. Proj. Manag., vol. 32, no. 2, pp. 275–285, 2014
A. Shenhar, “One size does not fit all projects: exploring classical contingency domains”, Manage. Sci., vol. 47, no. 3, pp. 394–414, 2001
L. Klein, C. Biesenthal, and E. Dehlin, “Improvisation in project management: A praxeology”, Int. J. Proj. Manag., vol. 32, no. 2, pp. 267–277, 2015. doi: 10.1016/ j.ijproman.2014.01.011
V. Seppänen, “Evolution of competence in software subcontracting projects”, Int. J. Proj. Manag., vol. 20, no. 2, pp. 155–164., 2002. doi: 10.1016/S0263-7863(00)00043-0
D. Miller, “Evolution and revolution: A quantum view of structural change in organizations”, J. Manag. Stud., vol. 19, no. 2, pp. 131–151, 1982
R. Wendler, “The maturity of maturity model research: A systematic mapping study.,” Inf. Softw. Technol., vol. 54, no. 12, pp. 1317–1339, 2012. doi: 10.1016/j.infsof.2012.07.007
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