Rise to greatness
Despite the global success of project management maturity, or adopting and modifying proven management procedures, a recent survey reported that nearly ninety percent of enterprises are at the lowest level of maturity, and less than one percent have reached the highest level. One of the most common deterrents seems to be lack of executive support. This article proposes that a maturity model is both the best way to achieve executive buy-in and the best way to guide organizations on a course toward greater maturity. Some maturity models are organized around continuous rating systems; other focus on maturity levels. Although continuous rating systems are more flexible, they are also less measurable. Models based on levels offer better snapshots of an enterprises' progress and track better with business performance, but can offer greater deployment challenges.A flexible model can be adapted to a variety of environments and provide benefits that meet each organization's needs.