Maturity Models of Project Management as Performance Building Blocks for Their Implementation
DOI:
https://doi.org/10.37886/ruo.2025.001Keywords:
project management, maturity models, organization, project successAbstract
Research Question (RQ): Which models of maturity of project management contribute most to the success of their implementation?
Purpose: The purpose of our research was to synthesize existing research on the topic of maturity models of project management, analyse selected models, and present their impact on the success of their implementation.
Method: To obtain the data, we used a systematic review of professional literature in the following publicly available databases: ResearchGate, ScienceDirekt, SemanticScholar and ProQuest, as well as university repositories ReVIS, NaRDuS, RUP, RUL, DKUM. These search engines provided us with doctoral dissertations and scientific articles in Slovenian and English from 2003 to 2023. Using the description and compilation method, we examined five models of maturity of project management: CMMI, OPM3, K-PMMM, P3M3 and SPM3.
Results: The results of our research bring new theoretical insights that are useful for designing changes in project management processes, as and can also benefit for those who will continue to explore different models of project management maturity and key factors that indicate the success of project implementation towards the formulation of proposals for improvement. It was found that the effective implementation of the maturity model of project management and a certain degree of maturity of project management contribute differently to the success of its implementation. The common denominator that can be summarized is that “the higher the maturity level of project management, the greater the success of project implementation”.
Organization: Stakeholders, theorists, researchers, and practitioners involved in project management are presented with the most frequently discussed models of maturity of project management, their challenges and opportunities in which there is a high probability of more successful implementation of projects, through a review of relevant literature from the field.
Society: Project management maturity models are one of the most widely used tools for organizations to improve business efficiency and project delivery performance. The success and failure of a project are social phenomena constructed by individuals and society.
Originality: We have identified a gap in the lack of research in which the authors are supposed to connect the importance of models of maturity of project management with the successful implementation of projects and subsequently also with indicators of economic, social and environmental sustainability.
Limitations/Future Research: We limited ourselves to 22 studies, the selection of which was subjective and limited to the best known publicly available bibliographic units. In view of the perceived research gaps and findings from the research, in addition to the contribution to organizational science, we also made proposals for further research.
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