Re-thinking project management maturity

perspectives gained from explorations of fit and value

Project management maturity models have become prevalent as tools for understanding capabilities and identifying improvement opportunities. Maturity models have many advocates (Cooke-Davies & Arzymanow, 2003; Ibbs & Kwak, 2000; Kwak & Ibbs, 2000). However research has failed to demonstrate the relevance of maturity models as tools for performance assessment or capability development (Jugdev & Thomas, 2002; Mullaly, 2006). There are also numerous detractors who suggest that they are limited in scope (Skulmoski, 2001), do not sufficiently take into account the link between process and performance (Mullaly, 2006) and provide overly universal and prescriptive guidelines that ignore the principles of strategic and competitive advantage (Jugdev & Thomas, 2002). In the research project, Understanding the Value of Project Management, the findings suggested that increasing levels of maturity resulted in greater levels of intangible value even while there was no similar influence on the realization of tangible value (T
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