Maturity assessment: towards continuous improvements for project-based organisations?

Abstract

Purpose – The purpose of this paper is to contribute to the empirical research on project management (PM) maturity assessments, specifically based on a maturity model. Design/methodology/approach – The empirical data are based on a case study including in-depth interviews with a semi-structured approach, followed by a focus group interview. A survey was distributed within a project-based organisation (PBO) and to client and stakeholder representatives, and then analysed. The organisation in the case study is a project department within a Swedish mining company. Findings – Careful considerations are needed when choosing a PM maturity model (PM3) as the model structure can influence the assessment’s focus. It is also important to include both internal and external project stakeholders in the assessment to achieve an efficiency and effectiveness perspective when analysing PM capabilities. Valid information from an assessment is crucial, therefore, clear communication from management is important in order to motivate the participants in the assessment. Research limitations/implications – Improved understanding for implementing and applying a PM3 contributes to the increased knowledge of drivers, enablers and obstacles when assessing PM maturity, which also creates a basis for further research initiatives. Practical implications – An increased knowledge of drivers, enablers and obstacles should be valuable for practitioners introducing and applying a PM3. Social implications – Projects are a common way of working in many businesses. Activities which aim to improve PM capabilities should contribute to more effective and efficient project performance. Originality/value – This case study gives an in-depth insight into the implementation of a PM3 within a PBO. Through conducting a literature review, it was found that this type of empirical research is rare.