Disassembling and Reassembling Project Management Maturity
Blomquist, T., Hällgren, M., Nilsson, A.,
& Söderholm, A. (2010). Project-as-practice: In search of project
management research that matters.
Project Management Journal, 41( 1), 5–16.
Brookes, N. J., Butler, M., Dey,
P., & Clark, R. (2014). The use of
maturity models in improving project
management performance: An empirical
investigation. International Journal of
Managing Projects in Business, 7( 2),
Bruin, T. de, Freeze, R., Kulkarni, U., &
Rosemann, M. (2005). Understanding
the main phases of developing a maturity
assessment model. In Proceedings of 16th
Australasian Conference on Information
Systems, November 30th to December
2nd 2015, Australia, New South Wales,
Bryde, D. J. (2003). Modelling project
management performance. International
Journal of Quality & Reliability
Management, 20( 2), 229–254.
Bryman, A., & Bell, E. (2011). Business
research methods (3rd edition). Oxford,
NY: Oxford University Press.
Burns, J., & Crawford, J. K. (2002).
Organizational project management
maturity at the New York Times: Using
the project management maturity model.
In Proceedings of 33rd PMI Annual
Seminars & Symposium, San Antonio,
Cooke-Davies, T. J. (2004). Measurement
of organizational maturity: What are the
relevant questions about maturity and
metrics for a project-based organization
to ask, and what do these imply for
project management research? In D. P.
Slevin, D. I. Cleland, & J. K. Pinto (Eds.),
Innovations: Project management
research 2004 (pp. 211–228). Newtown
Square, PA: Project Management
Cooke-Davies, T. J., & Arzymanow, A.
(2003). The maturity of project
management in different industries:
An investigation into variations
between project management models.
International Journal of Project
Management, 21( 6), 471–478.
maturity is something dynamic, in other
words, it changes over time. Research
can then only provide snapshots of this
Ahlemann, F., Schroeder, C., &
Teuteberg, F. (2005).
Kompetenz-und Reifegradmodelle für das
Vergleich und Einsatz [Competence and
maturity models for project management].
Osnabrück, Germany: ISPRI.
Albrecht, J. C. (2014). Einfluss der
Projektmanagementreife auf den
Projekterfolg: Empirische Untersuchung
im Industriebereich und Ableitung
eines Vorgehensmodells [The influence
of project management maturity
on project success]. Schriftenreihe
Projektmanagement: Vol. 19. Kassel,
Germany: Kassel University Press.
Albrecht, J. C., & Spang, K. (2014).
Linking the benefits of project
management maturity to project
complexity: Insights from a multiple case
study. International Journal of Managing
Projects in Business, 7( 2), 285–301.
Becker, J., Knackstedt, R., & Pöppelbuß, J.
(2009a). Developing maturity models for
IT management: A procedure model and
its application. Business & Information
Systems Engineering, 3( 1), 213–222.
Becker, J., Knackstedt, R., & Pöppelbuß, J.
(Arbeitsbericht) [Documentation quality
of the development of maturity models].
Besner, C., & Hobbs, B. (2006).
The perceived value and potential
contribution of project management
practices to project success. Project
Management Journal, 37( 3), 37–48.
Besner, C., & Hobbs, B. (2008).
Discriminating contexts and project
management best practices on
innovative and noninnovative projects.
Project Management Journal, 39(S1),
the context of an organization’s external image. It indeed has its proponents
(e.g., Kerzner & McIsaac, 2006); however, alternative types of depiction
of maturity—such as the spider web-diagram (e.g., Gareis, 2002)—foster an
understanding of maturity as an organizational fingerprint, as something individual, respectively. Another empirical
way of studying project management
maturity that adopts this kind of understanding of maturity would be to focus
on the actual practice of project managers and to focus on what they are doing
and why they are doing things this way
(Blomquist, Hällgren, Nilsson, & Söderholm, 2010, for this approach in general,
and Mullaly, 2014, for the connection to
maturity research in particular).
In terms of research methodology,
case studies including, for example,
observations, or action research studies
could help to identify and understand
reciprocal influences of individual
behavior on the one side and the behavior of support institutions on the organizational level (e.g., PMOs; the way they
set standards and provide support to
project staff and so forth) on the other
side. Furthermore, biographical interviews could be an interesting means
to studying the roles of experience and
patterns of learning in this regard. Starting from an initial maturity assessment,
it might be analyzed where the members of the organization allocate potentials for enhancing the organization’s
maturity and what kind of reasons they
give for their argumentation.
In the long term, the above-described paths to understanding project management maturity influence
each other. There is a mutual influence
between the actual practice of project management and expert opinion.
Expert opinion, on the other hand, will
influence the design of new PMMMs,
which again—taking into account the
role PMMMs currently play in the professional field (cf. introduction to this
article)—will influence the practice
of project management. Ultimately,
this means that the understanding of