Contemporary Issues in PM Maturity

Contemporary issues in
project management maturity

W
ebinar delivered for:
Project Management Institute
Organizational Project Management CoP
Dr. Beverly Pasian (beverly.pasian@hu.nl)
Utrecht University of Applied Sciences
Dr. Nigel L. Williams (nwilliams@bournemouth.ac.uk)

Bournemouth University
24 June 2014
Outline for today...

1. Background of research: 4 main problems
2. Description of research design

3. Research findings
4. Conclusions
5. Implications & outputs
Research Centre for

Innovations in Health Care
www.kenniscentrumivz.hu.nl
A little about me
Education (Toronto, Open
U, UTS)
Canadian & Irish (but
rooting for Netherlands!)
Current roles (Associate
Professor @ HU)
Service (IPMA, World

Congress, animal shelter)
Publications and Research
Research Centre for
Certain basic problems with current

concept and modularization
of PM maturity
Historical context of maturity

Came out of post-WW2 environment
(Shewhart to Deming)
Emphasis and appeal: to manufacturers

serving a civilian community
Management focus:
high quality based on efficiency
Research Centre for
Process control was the key drive

(principle of SPC)
Achieve goals by minimizing variation
Focus of manufacturers was to achieve quality by
defining, repeating and predicting processes
Research Centre for

Is this a good thing?

The process has an identity: its performance is
predictable, measurable, and open to communication.
Costs can be predictable.
Regularity of output is achievable.
Productivity can be maximized.
Relationships can be greatly simplified (especially with
vendors).
The effects of changes within the system can be
measured with greater speed and reliability
Research Centre for
In PM research
Time management (Hameri & Heikkila, 2002)

Fuzzy Front End (Nobelius and Trygg, 2002)
Buffer Management (Goldratt, 1986).
Cost
Kwak et al.(2008) explore the role that a cost estimating
framework can play
Mavrotes et al. (2005) explore cash flow forecasting to
manage funds in information and communications
technology (ICT) projects
Sanchez and Perez (2004) further examine EWS as a way
to hypothesize or predict variation
Research Centre for
The project management community

adopted process control
as a sign of maturity
Problem #1.
Defining project management maturity...

Much debate and interpretation
Different views
Technical meanings
the extent to which an organizational project

management capability has explicitly and consistently
deployed processes that are documented, measured,
controlled and continually improved (Cooke-Davies
2004).
Maturity in project management is the development of
systems and processes that are repetitive in nature and
provide a high probability that each project will be a
success. (Kerzner 2004)
Research Centre for

Organizational View
company receptivity to project management (Saures

1998)
Project management maturity is the sophistication
level of an organizations current project management
practices and processes. (Ibbs, Reginato & Kwak 2004)
Broader / abstract view
as the sum of action, attitude and knowledge

in the real world, we will not find the fully matured
organization (Andersen & Jensen 2003)
Research Centre for

Conceptual view varies across

practitioners and researchers
Problem #2.
(How do you assess maturity without clear definition?)
The initial attempt to modularize and

measure maturity came from
Philip Crosbys
Quality Management Maturity Grid (1979)

Quality is Free
Research Centre for
An new era for the PM community
Managing the software process (1989)

Watts S. Humphrey
The Capability Maturity Model (SEI/CMM)
***Help US DoD assess contractors processes

in performing software projects.***
Research Centre for
Increasing Maturity
A tool for measuring maturity: as

processes become...
Optimizing
Continuous process improvement is enabled by quantitative

feedback from the process and from piloting innovative ideas and
technologies.
Managed
Detailed measures of the processes and product quality are

collected. Both the process and products are quantitatively
understood and controlled.
Defined
Processes are documented, standardized, and integrated into a

standard process for the organization. All projects use an
approved, tailored, version of the organizations standard process
for developing and maintaining software.
Repeatable
Basic project management processes are established to track

cost, schedule, and functionality. The necessary process discipline
is in place to repeat earlier successes on projects with similar
applications.
Initial
The process is characterized as ad hoc, and occasionally even

chaotic. Few processes are defined, and success depends on
individual effort.
Research Centre for

Process Capability
Process under statistical control has a definable
capability,
Implies repeatability, predictability
Associated advantages: these processes would be
efficient and more effective
Implies that a controlled process is being (or can be)
managed and measured.
Individual processes or groups of processes can be
considered mature if they meet certain thresholds
Research Centre for
Project management maturity models

reflect a limited history... emphasizing
highly defined process control.
Problem #3.
PM models: the first generation

Construction Project Management Maturity Model
Project Management Process Maturity Model

Evolutionary Software Project Management Maturity Model
Strategic Project Management Maturity Model
OPM3
Prince 2 Maturity Model
Portfolio, Programme and Project Management Maturity Model
The Project Management Maturity Model (ProMMM)
Research Centre for

How do they measure maturity?

Project management Process Maturity (PM)2

Model
5 levels: Initial, Repeatable, Completely organized,

Quantitatively managed, Optimizing
5 levels: Ad-hoc, Initial Project Planning, Systematic
Project Planning & Control, Integrated Multi-Project
Planning and Control, Continuous improvement
5 levels: Common language, Common Processes,
Singular Methodology, Benchmarking, Continuous

Improvement
Multidimensional: project, program, and portfolio
OPM3
upwards along the levels of standardization,

measurement, control and continuous improvement
P3M3
Prince 2
5 levels: Awareness, Repeatable, Defined, Managed,
Optimised
3 levels: Initial, Repeatable, Defined
5 step ladder: Initial, Structured Process and
Project Management Maturity Model

Research Centre for
Innovations
in Health Care
ProMMM
Standards, Organizational Standards and

Institutionalized Process, Managed Process,
Optimizing Process
4 levels: Nave, Novice, Normalised, Natural
But what are they measuring?
Research Centre for

Management
Organization
Process management
Process, Tool development
Awareness
Business Case & Benefits
Project specifications
Formality
PM Office
Risks and Management
Training
Communications
Quality management
Data management
Continuous improvement
PM process analysis
Other models...
Data Warehousing Maturity Model
Malcolm Baldridge National Quality Award
Design Safety Capability Maturity Model
Capability Maturity Model
Developmental Maturity Model
People Capability Maturity Model
e-Learning Maturity Model
Standard Testing Maturity Model
Knowledge Management Maturity Model
Ascospore Maturity Model
Model-drive Development Maturity Model
Corrective Maintenance Maturity Model
Computer Education Maturity model
Information Systems Action-Research Maturity

Model
Evolutionary Software Project management

Maturity model
Value-based business-IT Alignment Maturity
Model
Process and Enterprise Maturity Model
Moisture-modified Maturity Model
Requirements Engineering Maturity Model
Framework
Research
Centre for
Maturity
Model for
Criminal Organization
Maturity model for email communications

Leadership Maturity Model
Online Course Design Maturity model
Proscis Change Management Maturity Model
Engineering Education Capability Maturity model
Software Maintenance Maturity Model
Innovation Maturity Model
Lets compare
Management
Culture
Organization
Customer
Process management
Organizational & management policies
Leaders, champions (individual roles)
Awareness
Formality
PM Office
Interface with host organization

Quality
Resources
Problems, Variations, Defects
Training
Training
Communications
Organizational , Environment
Quality management
Continuous Improvement
Data management
Project characteristics
Continuous improvement
Chaotic references
PM process analysis
Risk Management
Research Centre for

Project management maturity

is determined by
what the model says is important.
Problem #4.
Problems ...
1. Not all projects have defined
processes...making process control difficult.
2. There is no universal definition of project
management maturity.
3. Project management maturity is determined

by what the model says is important.
4. Project management maturity models reflect
a limited history emphasizing highly defined
projects.
Research Centre for
Other considerations
Project types and environments have multiplied and
increased in complexity
Is it reasonable to apply the process control metrics
used in a manufacturing setting to (for example)
wicked projects?
Do all industries, organizations have the same
expectation for maturity?
Projects lacking definition may be managed using unique,

unpredictable, unrepeatable processes to achieve project
goals
Research Centre for
Core research question:

What non-process factors could
contribute to a mature PM capability?
A professional doctoral study from the University of Technology, Sydney
(S.Boydell and S.Sankaran, supervisors)
A multimethod study in 3 parts...

1. Content analysis of 2 maturity model collections
leading to conceptual framework
2. Pilot case study leading to final case study
design
3. Case study at multiple universities leading to

final conceptual model and conclusions
Research Centre for

Considerations...
Item
Solutions
Justify non-process factors Non-PM maturity models
Determine project type
helped with this
Find suitable organization / Goals & Methods matrix

environment
Demonstrate their existing
reliability
(Turner & Cochrane, 1993)
E-Learning projects
Higher education
Candidates prior research

Research Centre for
References
Andersen, E.S. & Jessen, S.A. 2003, 'Project maturity in organisations',
International Journal of Project Management, vol. 21, no. 6, pp. 457-61.
Cooke-Davies, T.J. 2004a, 'Measurement of organizational maturity', in D.P.
Slevin, D.I. Cleland & J.K. Pinto (eds), Innovations -- Project Management
Research 2004, Project Management Institute, London, U.K., pp. 523-42.
Cooke-Davies, T.J. 2004b, 'Project management maturity models', in J.K. Pinto
& P.W.G. Morris (eds), The Wiley Guide to Managing Projects, 1st edn, Wiley
& Sons, Inc., Hoboken, N.J., pp. 1234-55.
Crosby, P.B. 1979, Quality is Free: The Art of Making Quality Certain, 1st edn,
McGraw-Hill Book Company, New York City.
Goldratt, E.M. 1986, The Goal: A Process of Ongoing Improvement, 3rd edn,
North River Press, New York, NY.
Hameri, A.-P. & Heikkila, J. 2002, 'Improving efficiency: time-critical interfacing
of project tasks', International Journal of Project Management, vol. 20, pp. 14353. Centre for
Research
References (2)
Humphrey, W.S. 1989, Managing the Software Process, Addison-Wesley
Publishing Company, Reading, MA.
Ibbs, C.W., Reginato, J.M. & Kwak, Y.H. 2004, 'Developing project
management capability: benchmarking, maturity, modeling, gap analyses, and
ROI studies', in J.K. Pinto & P.W.G. Morris (eds), The Wiley Guide to
Managing Projects, 1st edn, Wiley & Sons, Inc., Hoboken, N.J., pp. 1214-33.
Kerzner, H. 2004, Project Management Best Practices: Achieving Global
Excellence, 1st edn, John Wiley & Sons, Hoboken, N.J.
Kwak, Y.H., Watson, R.J. & Anbari, F.T. 2008, 'Comprehensive framework for
estimating the deployment cost of integrated business transformation projects',
International Journal of Managing Projects in Business, vol. 1, no. 1, pp. 131-9
Mavrotas, G., Caloghirou, Y. & Koune, J. 2005, 'A model on cash flow
forecasting and early warning for multi-project programmes: application to the
operational programme for the information society in Greece', International
Journal of Project Management, vol. 23, pp. 121-33.
Research Centre for
References (3)
Nobelius, D. & Trygg, L. 2002, 'Stop chasing the front-end process
management of the early phases in product development projects',
International Journal of Project Management, vol. 20, pp. 331-40.
Sanchez, A.M. & Perez, M.P. 2004, 'Early warning signals for R&D projects: an
empirical study', Project Management Journal, vol. 35, no. 1, pp. 11-24.
Saures, I. 1998, 'A real world look at achieving project management maturity',
paper presented to the Project Management Institute 29th Annual
Seminars/Symposium, Long Beach, CA, October 9-15.
Shewhart, W.A. 1931, Economic Control: Quality of Manufactured Products,
Van Nostrand Co., Inc., New York, NY.
Shewhart, W.A. & Deming, W. 1939, Statistical Method from the Viewpoint of
Quality Control, The Graduate School: The Department of Agriculture,
Washington.
Research Centre for
Step 1:
Content analysis of maturity model
collections
Project management Process Maturity (PM)2

Model
5 levels: Initial, Repeatable, Completely organized,

Quantitatively managed, Optimizing
5 levels: Ad-hoc, Initial Project Planning, Systematic
Project Planning & Control, Integrated Multi-Project
Planning and Control, Continuous improvement
5 levels: Common language, Common Processes,
Singular Methodology, Benchmarking, Continuous

Improvement
Multidimensional: project, program, and portfolio
OPM3
upwards along the levels of standardization,

measurement, control and continuous improvement
P3M3
Prince 2
5 levels: Awareness, Repeatable, Defined, Managed,

Optimised
3 levels: Initial, Repeatable, Defined
5 step ladder: Initial, Structured Process and
Project Management Maturity Model
Standards, Organizational Standards and

Institutionalized Process, Managed Process,
Optimizing Process
ProMMM
Research Centre for

4 levels: Nave, Novice, Normalised, Natural
Data Warehousing Maturity Model

Design Safety Capability Maturity Model
Developmental Maturity Model
e-Learning Maturity Model
Model-drive Development Maturity Model
Computer Education Maturity model
Evolutionary Software Project management
Maturity model
Malcolm Baldridge National Quality Award

Capability Maturity Model
People Capability Maturity Model
Standard Testing Maturity Model
Ascospore Maturity Model
Corrective Maintenance Maturity Model
Information Systems Action-Research Maturity
Model
Value-based business-IT Alignment Maturity

Model
Process and Enterprise Maturity Model
Online Course Design Maturity model
Moisture-modified Maturity Model
Proscis Change Management Maturity Model
Requirements Engineering Maturity Model

Framework
Engineering Education Capability Maturity model
Maturity Model for Criminal Organization

Maturity model for email communications
Research Centre for

Leadership Maturity Model
Software Maintenance Maturity Model

Innovation Maturity Model
PM Maturity Models Results

Term
Sources
# of References
Management
23
42
Organization
17
28
Process management
15
23
13
22
Awareness
11
20
14
19
17
Formality
15
PM Office
15
14
Training
13
14
Communications
11
Quality management
11
Data management
10
Research Centre for

Non PM Maturity Results

Item
Sources
# of references
Culture
17
62
Customer
11
61
Organizational & management policies
19
52
Leaders, champions (individual roles)
19
38
Interface with host organization
19
36
Specific processes
16
34
Quality
18
32
Resources
14
30
26
Problems, Variations, Defects
25
Training
25
Organizational, Environment
17
24
Continuous Improvement
13
22
Project characteristics
13
21
Chaotic references
20
20
10
19
13
19
Research Risk
CentreManagement
for
Change management
Project Planning
Step 1:
Content analysis of maturity model collections
This told me that non-process factors

were in consideration outside of PM.
Step 2:
Pilot case study with suitable project type
and host organization
Goals & Methods matrix

(Turner & Cochrane 93)
Type
Description
Goals and methods well-defined.

Eg: Large engineering or construction projects
Goals well defined, methods are not.

Eg Product development projects,
Goals are not well defined, but methods are.

Eg Software-development projects
Neither goals nor methods are clear.

Eg organizational-development projects,
Research Centre for

Project types & Maturity

Type
Description
Maturity Implications
Goals and methods

are well-defined
Possible to apply process

based approaches
Goals well defined,

methods are not
Goals are not well defined,

but methods are
Neither goals nor methods

are well-defined.
Research Centre for

Cannot apply conventional

approaches as repeatable
processes do not exist
No
Yes
Change management
IS - Action Research PM
Knowledge Management
Leadership
Open Source
Innovation
New product development
(Water)
(air)
Agricultural Sciences
Contracting, Procurement
Construction
Design Safety
Developmental Pregnancy
Earned Value Management
Infrastructure Maturity Tool
1 3
Research Centre for
Innovations in Health CareYes
(Earth)
Agile Process (SW)

Building Security
Business-IT alignment
Cloud Computing
Community Management
Computing Education
Corrective Maintenance
Criminal Organizations
Data Warehousing Process
eGovernment
e-Health
e-Learning (learning)
eMail Communication
Engineering Education
Enterprise Architecture
Government Interoperability
(Fire)
No
IBM Data Governance

Information Processing
Internet
IT Architecture
Marketing operations
Networking
Online Course Design
Open Source
Service-oriented Architecture
Software maintenance
Testing Process
Usability
Reliable e-Learning project management

Satisfies project outcomes as defined by the project team (Williams,
2006a).
Generates data that illustrate support of institutional plans (Pitts and
Siedlaczek, 2006, Jones, 2004).
Produces pedagogically-sound, media-rich online courses that do
not overlap existing ones (Malinski and MacRae, 2006, Chiazzese
and Seta, 2006).
Moves the institution forward by providing knowledge, processes
and skills that have been integrated into normal institutional practice
(Williams, 2006b, Wallace, 2006).
Demonstrates a sustainability of management elements and an
adaptability to new initiatives (Jones, 2004).
Illustrates a high level of e-readiness (Pasian and Woodill, 2006)
defined as the ability of HEIs and the capacity of the institutional
stakeholders to benefit from educational technology (or eLearning).
Research Centre for
Conceptual Framework
Research Centre for

Step 3:
Multiple case study at universities
examining their eLearning project
management capability
Summary: data collection methods
Research Centre for

Initial version of CF
Research Centre for

ALPHA
Agendas
Skills, Perspectives, Experience
Reactions
Knowledge
Institution
Student
Academic freedom
Creativity
Culture
Expertise
Funding
Intellectual Property
Instructional Designer
Interface with organization
Problem resolution
Leadership
Release time
Teamwork
Union / Labour relations
School
Program
Customer
involvement
Adaptable
variants
eLearning PM
capability
Dynamic non-events
Research Centre for

Faculty
Trust
Attitude
Loyalty
Acceptance
Motivation
Commitment
Momentum
Morale
Defined
processes
PM-Initiation
PM-Planning
PM-Execution
Design
Development
Delivery
Evaluation
Analysis/Closure
BETA
Agendas
Reactions
Knowledge
Institution
Student
Academic freedom,
Advisory Committee
Creativity
Culture
Expertise
Leadership
PedagogyIT intersection
Problem resolution
Project manager
Relationship-building
SMEs/Faculty
Resources
Teamwork
Tools
Training
Values
School
Program
Faculty
Customer
involvement
Adaptable
variants
eLearning PM
capability
Defined
processes
Dynamic non-events
Trust, Attitude, Loyalty, Acceptance, Commitment, Credibility,

Momentum, Morale, Motivation, Negotiation, Nuture
Research Centre for
Analysis
Approvals
Change Management
Communications
Needs assessment
Planning
Design
Development
Delivery
Evaluation
Closure
COMBINED
Academic freedom,
Advisory Committee
Creativity
Culture
Expertise
Funding
Intellectual property
Leadership
PedagogyIT intersection
Problem resolution
Project manager
Relationship-building
SMEs/Faculty
Release time
Resources
Teamwork
Tools
Training
Values
Agendas
Reactions
Knowledge
Institution
Student
School
Program
Faculty
Customer
involvement
Adaptable
variants
eLearning PM
capability
Defined
processes
Dynamic non-events
Trust, Attitude, Loyalty, Acceptance, Commitment, Credibility,

Momentum, Morale, Motivation, Negotiation, Nuture
Research Centre for
Analysis
Approvals
Change Management
Communications
Needs assessment
Planning
Design
Development
Delivery
Evaluation
Closure
Summary of Changes
Original nodes
Alpha variations
Beta variations
-No variation-
-No variation-
PM-Initiation
PM-Planning
PM-Execution
PM-Closure
Analysis, Approvals, Change

management, Communications &
Reporting, Needs assessment,
Planning
Customer involvement:
Agendas, Experience,
Knowledge, Perspectives,
Reactions, Skills
Defined processes:
Design, Development,
Delivery, Evaluation,
Closure
Dynamic non-events:
Acceptance, Attitude,
Commitment,
Loyalty, Motivation, Trust
Momentum , Morale
Credibility, Morale, Negotiation,

Nurture
Adaptable Variants:
Academic freedom, Culture,
Expertise, Interface with
organization,
Problem resolution,
Leadership,
Research Centre for
Innovations
in Health Care
Teamwork
(various roles)
Creativity, Funding,
Intellectual property,
Instructional designer,
(Interface with organization),
(Problem resolution), Release
time, Union / Labour relations
Advisory Committee, Creativity,

PedagogyIT interaction, Project
manager, Relationship-building,
SMEs/Faculty, Resources, Tools,
Training, Union / Labour relations,
Values
Core research question:

What non-process factors could
contribute to a mature PM capability?
Final version
Agendas, Experience, Knowledge, Perspectives, Reactions, Skills
Adaptable variants
Academic freedom
Culture
Expertise
Interface-organization
Leadership
Problem resolution
Teamwork
eLearning
PM
capability
Defined processes
Customer involvement
Assess
Design
Develop
Implement
Evaluation,
Closure
Human Factors
Research Centre for
Acceptance, Attitude,
Commitment, Loyalty, Motivation, Trust
Managing undefined projects...

Involve the customer
Foster a culture of adaptability

Be mindful of the human factors
Provide/support defined processes where
appropriate
Research Centre for
Potential new research areas...
Schools of PM maturity models (using similar

content analysis approach)
More project/organization specific analysis
Different industry analysis (eg, mega

construction)
Emphasis on human factors
Research Centre for

Outputs & implications of this research

Special issues: JPPPM (Vol 2, #2) and IJMPB
(April14)
Multiple presentations and book chapters
Dutch National Research Group
IPMA World Congress program (Rotterdam,
Sept 30 Oct 2)
Likely new journal
Wonderful collaboration! Pasian & Williams
Important web sites

www.ipma2014.com
www.dutchnationalresearchgroup.nl
www.gowerpublishing.com
(Designs, methods & practices for research of PM Dec 14)
Research Centre for

Thank you very much

for your time and attention.
beverly.pasian@hu.nl
+31 (0)6 34 82 77 19
Linkedin
@dnrginpm
@beverlypasian
Facebook
Future Directions in Maturity

Measurement
Current approaches vary in WHAT is

measured, not HOW
Developing new insights requires the

consideration of new research philosophies and
methods
Project management maturity in the age of big

data
N Williams, NP Ferdinand, R Croft
International Journal of Managing Projects in
Business 7 (2), 311-317
Research Centre for

From Data to Big Data

Big data, defined by three main characteristics :
volume, velocity and variety(Frankel and Reid
2008).
Volume refers to the scale or amount of data
(Zikopoulos and Eaton 2011).
Velocity refers to the rate at which data may
enter the organization (Sagiroglu and Sinanc
2013).
Variety refers to the heterogeneous nature of
big data (Chen et al. 2012).
Research Centre for
Current Research Paradigms

Qualitative
Detailed knowledge of a given setting through
unstructured or semi structured data collection
from a small number of sources (Denzin and
Lincoln 2011).
Quantitative
Insights from analysis of associations between
observed or latent variables (Groves 2011)
Research Centre for

Big Data and Evaluation

Integrating a range of data linked to human
interactions in natural settings (Dong and
Srivastava 2013).
These trends can have significant effects on data
collection enabling
Real time perspective as data can be collected
and analysed automatically
Census approach as all interactions can be
collected
Geographical expansion beyond the boundaries
of the enterprise
Research Centre for
Possible Approaches
Social Network Analysis
Text Analysis
Research Centre for

Social Network Analysis

Social Network Analysis enables researchers to
examine relationships between entities(Borgatti et
al. 2009)
Enable the understanding the underlying social
processes in organisations.
Can be used to understand the degree to which
PM is aligned with, and integrated into
organizational activities
Support the designs of interventions improve
project performance.
Research Centre for

Text Analysis
While manual content analysis has been applied
to understand project processes in organizations
(Pasian 2011)
Text-mining techniques enable the rapid review
and summarization of large volumes unstructured
text, including documents and emails(Sukanya
and Biruntha 2012).
Enables assessors to develop an understanding of
the organization based on the actual
organizational discourse on project management.
Research Centre for
Integrating SNA and Text Mining

SNA and Text Mining combined can assess
Maturity areas that are difficult to evaluate by
conventional means
Organizational support for PM
Receptivity of PM.
Text mining can identify the degree to which PM is
embedded within the organization.
Social network analysis can identify the extent to
which all stakeholders engage with project
management
Research Centre for
Challenges
Data collection based on documents and
relationships can be intrusive
May reveal information that may not have been
intended by the writer or creator(Wu et al. 2012).
Aggregation of different types of data magnifies
this issue as data (Pospiech and Felden 2012)
Research Centre for

Future Maturity Models

Holistic and Adaptive Maturity Models.
Holistic maturity models :all of an organizations
project management related interactions and
content, not just structured content, can be
accessed to assess its development.
Possible to design interventions or development
initiatives that can be closer matched to the
reality of the organizations context
Adaptive maturity models: autonomous or
ambient data collection and real time analysis
approaches
Provide insights using visual displays to enable
stakeholders to identify project management
issues in near real time.
Research Centre for
My Contact Information
NWilliams@Bournemouth.ac.uk
Nigel.Williams@vcleader.pmi.org
@org_pm
uk.linkedin.com/in/drnigelwilliams/
OPM- Organizational Project Management
Linkedin Group
2014 Conference/LiveStream
@FestIMCon2014
Research Centre for

References
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Network analysis in the social sciences. science, 323(5916), 892895.
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Bryman, A. (2012). Social research methods: Oxford university
press.
Chen, H., Chiang, R. H., & Storey, V. C. (2012). Business
Intelligence and Analytics: From Big Data to Big Impact. MIS
Quarterly, 36(4), 1165-1188.
Dong, X. L., & Srivastava, D. Big data integration. In Data
Engineering (ICDE), 2013 IEEE 29th International Conference on,
2013 (pp. 1245-1248): IEEE
Frankel, F., & Reid, R. (2008). Big data: Distilling meaning from
data. Nature, 455(7209), 30-30.
Gupta, V., & Lehal, G. S. (2009). A survey of text mining techniques
Research Centre for
and inapplications.
Journal of Emerging Technologies in Web
Innovations
Health Care
Intelligence, 1(1), 60-76.
Lyman, P., Varian, H. R., Swearingen, K., Charles, P., Good, N.,
Jordan, L., et al. (2005). How Much Information 2003?(2003).
School of Information Management and Systems, the University of
California at Berkeley.
Malhotra, M. K., & Grover, V. (1998). An assessment of survey
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Research Centre for

Contemporary Issues in PM Maturity

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Contemporary Issues in PM Maturity

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Contemporary issues in

project management maturity

Dr. Nigel L. Williams (nwilliams@bournemouth.ac.uk)

Outline for today...

2. Description of research design

Research Centre for

Service (IPMA, World

Certain basic problems with current

Historical context of maturity

Emphasis and appeal: to manufacturers

Process control was the key drive

Research Centre for

Is this a good thing?

Time management (Hameri & Heikkila, 2002)

The project management community

Defining project management maturity...

the extent to which an organizational project

Research Centre for

company receptivity to project management (Saures

Broader / abstract view

as the sum of action, attitude and knowledge

Research Centre for

Conceptual view varies across

The initial attempt to modularize and

Quality Management Maturity Grid (1979)

An new era for the PM community

Managing the software process (1989)

***Help US DoD assess contractors processes

A tool for measuring maturity: as

Continuous process improvement is enabled by quantitative

Detailed measures of the processes and product quality are

Processes are documented, standardized, and integrated into a

Basic project management processes are established to track

The process is characterized as ad hoc, and occasionally even

Research Centre for

Project management maturity models

PM models: the first generation

Project Management Process Maturity Model

Research Centre for

How do they measure maturity?

Project management Process Maturity (PM)2

5 levels: Initial, Repeatable, Completely organized,

Strategic Project Management Maturity Model

Singular Methodology, Benchmarking, Continuous

upwards along the levels of standardization,

5 levels: Awareness, Repeatable, Defined, Managed,

Project Management Maturity Model

Standards, Organizational Standards and

But what are they measuring?

Research Centre for

Malcolm Baldridge National Quality Award

Design Safety Capability Maturity Model

Capability Maturity Model

Developmental Maturity Model

People Capability Maturity Model

e-Learning Maturity Model

Standard Testing Maturity Model

Knowledge Management Maturity Model

Ascospore Maturity Model

Model-drive Development Maturity Model

Corrective Maintenance Maturity Model

Computer Education Maturity model

Information Systems Action-Research Maturity

Evolutionary Software Project management