CoChat
Sign Up
Cited by 160Construction Project Management and PerformanceSoftware Engineering Techniques and PracticesProduct Development and Customization

The DOI matches its Crossref record, with a small difference in title or year.

Project Management Maturity Models – A Critical Review

Open access
Backlund, F., Chronéer, D., Sundqvist, E.·2014·Procedia - Social and Behavioral Sciences
DOI 10.1016/j.sbspro.2014.03.094
Open this paper in CoChat — free account

Abstract

Different kinds of project management maturity models (PM3s) exist today, most of them inspired by the capability maturity model (CMM) developed in the beginning of the 90ies, originally intended to measure capability in software development projects. Research indicates that organizations with higher project management (PM) maturity levels are expected to be successful in terms of project effectiveness and efficiency, and thus have a competitive advantage in the marketplace. Though, despite several PM3s developed during a time period of over 20 years, knowledge about how PM3s are a*pplied in organizations is sparse within the PM literature. This paper explores how major engineering and construction companies view PM maturity and PM3s in order to develop and improve their PM practices. These kinds of organizations are mainly project-intensive, objective oriented,and have the capabilities to perform overall business development initiatives, i.e. suitable for applying PM3s. The contribution of PM3s to organizational improvement and development is somewhat unclear. Therefore, a literature review highlights different aspects regarding PM3s, specifically their purpose, strengths, and weaknesses. To what extent PM3s are used, interviews have been conducted with seven respondents within different project intensive organizations, in their roles as project managers or in charge of PM development. How a PM3 can beintroduced and applied is explored via an in-depth case study at the major…

Overview

Integrity signals

Registry

Crossref · 10.1016/j.sbspro.2014.03.094

Cites

Statistics

Recomputing p-values needs the paper’s full text.

Verification

Claims the paper makes

We couldn’t retrieve this paper’s full text, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • Risk management in IT projects is one of the management areas that can significantly increase the chances of successfully achieving project goals.

    “Risk management in IT projects is one of the management areas that can significantly increase the chances of successfully achieving project goals; this is confirmed by numerous studies”

    From Analysis of 105 IT Project Risks (2023) · cites this paper as Backlund et al. 2014

Citations

Cites

No references could be resolved yet.

Research works printed but not linked: 26

  1. Andersen, 2003, Project maturity in organisations.International Journal of Project Management, 21, 457, 10.1016/S0263-7863(02)00088-1 · DOI
  2. Besner, 2006, The perceived value and potential contribution of project management practices to project success.Project Management Journal, 37, 37
  3. Clarke, 1999, A practical use of key success factors to improve the effectiveness of project management, International Journal of Project Management, 17, 139, 10.1016/S0263-7863(98)00031-3 · DOI
  4. Cooke-Davies, 2003, The maturity of project management in different industries: An investigation into variations between project management models, International Journal of Project Management, 21, 471, 10.1016/S0263-7863(02)00084-4 · DOI
  5. Crawford, 2006, The project management maturity model, Information Systems Management, 23, 50, 10.1201/1078.10580530/46352.23.4.20060901/95113.7 · DOI
  6. Grant, 2006, Project management maturity: an assessment of project management capabilities among and between selected industries, IEEE Transactions on Engineering Management, 53, 59, 10.1109/TEM.2005.861802 · DOI
  7. Hillson, 2003, Assessing organizational project management capability.Journal of Facility Management, 2, 298
  8. Ibbs, 2000, Assessing project management maturity.Project Management Journal, 31, 32
  9. Jacques, 2008, Assessing leader behaviours in project managers.Management Research News, 31, 4
  10. Jiang, 2004, An exploration of the relationship between software development process maturity and project performance, Information & Management, 41, 279, 10.1016/S0378-7206(03)00052-1 · DOI
  11. Jugdev, 2002, Project management maturity models: the silver bullets of competitive advantage?, Project Management Journal, 33, 4, 10.1177/875697280203300402 · DOI
  12. Jung, J.Y., & Wang, Y.J. (2006). Relationship between total quality management (TQM) and continuous improvement of international project management (CIIPM), Technovation, 26,(5-6), 716-722. · DOI
  13. Kwak, Y.H., &Ibbs, C.W. (2002). Project management process maturity (PM)2 model, Journal of Management in Engineering, 18, 150-155. · DOI
  14. Martinsuo,M., &Lehtonen, P. (2007). In Role of single-project management in achieving portfolio management efficiency.International Journal of Project Management, 25, 56-65. · DOI
  15. Mittermaier, H.K., &Steyn, H. (2009). Project management maturity: an assessment of maturity for developing pilot plants. South African Journal of Industrial Engineering, 20(1), 95-107. · DOI
  16. Mullaly, M. (2006).Longitudinal analysis of project management maturity.Project Management Journal, 36(3), 62-73. · DOI
  17. Pasian, B., Sankaran, S., &Boydell, S. (2012). Project management maturity: a critical analysis of existing and emergent factors, International Journal of Managing Projects in Business, 5(1), 146-157. · DOI
  18. Parast, M.M. (2011).The effect of Six Sigma projects on innovation and firm performance. International Journal of Project Management, 29,45-55. · DOI
  19. Pollack, J. (2007.)The changing paradigms of project management. International Journal of Project Management, 25, 266-274. · DOI
  20. Pretorius, S., Steyn, H., &Jordaan, J.C. (2012). Project management maturity and project management success in the engineering and construction industries in Southern Africa. South African Journal of Industrial Engineering, 23 (3), 1-12. · DOI
  21. Shim, D., & Lee, M. (2001). Upward influence styles of R&D project leaders, IEEE Transactions on Engineering Management, 48(4), 394-413. · DOI
  22. Sarshar, M., Haigh, R.,& Amaratunga, D. (2004). Improving project processes: best practice case study. Construction Innovation, 4(2), 69-82. · DOI
  23. Söderlund, J. (2005). Developing project competence: empirical regularities in competitive project operations.International Journal of Innovation Management, 9(4), 451-480. · DOI
  24. Turner J., & Müller, R. (2005). The project manager's leadership style as a success factor on projects: a literature review.Project Management Journal, 36(2), 49-61. · DOI
  25. Yazici, H.J. (2009). The role of project management maturity and organizational culture in perceived performance.Project Management Journal, 40(3), 14-33. · DOI
  26. Yin, R. (2003).Case Study research: Design and Methods.(3rd ed).Thousand Oaks: Sage Publications.

Cited by

Sorted by citations

Metadata

Authors
Backlund, F., Chronéer, D., & Sundqvist, E.
Affiliations
Luleå University of Technology (SE)
ORCID
Chronéer, D.
Venue
Procedia - Social and Behavioral Sciences
Publisher
Elsevier BV
Published
2014-03
Volume
119
Pages
837-846
ISSN
1877-0428 (ISSN-L)
DOI
10.1016/j.sbspro.2014.03.094
OpenAlex
W51826574
Cited by
160
References
0
Citations by year
2026: 12 · 2025: 13 · 2024: 17 · 2023: 19 · 2022: 15 · 2021: 22 · 2020: 13 · 2019: 9 · 2018: 17 · 2017: 11 · 2016: 7 · 2015: 5
FWCI
13.74
Type
conference paper
Language
en
Open access
Licence
Locations
Procedia - Social and Behavioral Sciences (publishedVersion, cc-by-nc-nd)
Topics
  • Social Sciences › Decision Sciences › Management Science and Operations Research › Construction Project Management and Performance
  • Physical Sciences › Computer Science › Information Systems › Software Engineering Techniques and Practices
  • Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Product Development and Customization
Keywords
project management maturity model, capability maturity model, project management maturity, engineering and construction companies, organizational improvement, project management practices, LKAB, mining industry

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review