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Project Management Maturity Models. A Review Of Current Criticism And Opportunieis

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  • Radu-Adrian MARINCEAN

    (Ph.D. candidate, Babeș-Bolyai University, Faculty of Economic Sciences and Business Administration, Cluj-Napoca, Romania)

Abstract

Project management maturity models (PMMMs) have evolved significantly over the years, eliciting both enthusiasm and critique from professionals in the field. The former reflects the promising prospects for enhancing organizational value through the adoption of refined practices, while the latter underscores concern regarding the associated costs, applicability challenges, and the resilience of these models. This paper embarks on a comprehensive exploration, surveying the landscape of established models while pinpointing the principal obstacles linked with their implementation. Acknowledging both the significance and the shortfall of current models, there is a growing consensus within the literature regarding the imperative for further advancements in project management practices. Criticisms directed towards existing models often revolve around economic feasibility hurdles, inflexibility, scalability issues, and overly prescriptive frameworks. This paper undertakes a critical examination, contemplating the integration of digital capabilities as a means to mitigate these drawbacks and refine project management maturity models. Central to our paper is the notion of leveraging digital affordances to enhance the efficacy of PMMMs. By amalgamating technological innovations with established methodologies, we endeavor to address prevalent criticisms and propel the evolution of project management frameworks. Our approach is multifaceted, encompassing a thorough exploration of the technological substrates underpinning PMMMs. In delineating the technological landscape, we identify three primary layers of technology integration in PMMM development: Microsoft Excel, Online Questionnaires, and Advanced Platformization Initiatives. Each layer presents distinct opportunities and challenges, underscoring the complexity inherent in modernizing PMMMs. Proposing a forward-looking strategy, we advocate for the development of PMMMs that capitalize on the latest digital affordances. By prioritizing user-friendly interfaces and streamlining the completion process, we aim to foster greater engagement and uptake among stakeholders. This approach promises to transcend the limitations of traditional models, catalyzing a paradigm shift towards more dynamic and responsive project management practices.

Suggested Citation

  • Radu-Adrian MARINCEAN, 2024. "Project Management Maturity Models. A Review Of Current Criticism And Opportunieis," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 33(1), pages 527-538, July.
    • Handle: RePEc:ora:journl:v:33:y:2024:i:1:p:527-538
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    References listed on IDEAS

    as
    1. Imed Boughzala & Gert-Jan de Vreede, 2015. "Evaluating team collaboration quality : the development and field application of Collaboration Maturity Model," Grenoble Ecole de Management (Post-Print) hal-01245385, HAL.
    2. Valentin Nikolaenko & Anatoly Sidorov, 2023. "Assessment of Project Management Maturity Models Strengths and Weaknesses," JRFM, MDPI, vol. 16(2), pages 1-19, February.
    3. Storm, Ilse & Harting, Janneke & Stronks, Karien & Schuit, Albertine J., 2014. "Measuring stages of health in all policies on a local level: The applicability of a maturity model," Health Policy, Elsevier, vol. 114(2), pages 183-191.
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    More about this item

    Keywords

    project management; maturity; organizational maturity; digital affordances;
    All these keywords.

    JEL classification:

    • G32 - Financial Economics - - Corporate Finance and Governance - - - Financing Policy; Financial Risk and Risk Management; Capital and Ownership Structure; Value of Firms; Goodwill
    • O22 - Economic Development, Innovation, Technological Change, and Growth - - Development Planning and Policy - - - Project Analysis

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