| Summary: | Project management (PM) has gone through several evolutionary stages and has
now been recognised as a strategic management method. Over the last two
decades the PM community has been developing viable methods to assess and
improve PM capability in organisations, which brought about different maturity
models. This research used the P3M3 maturity model in light of arguments of fit
and contingency theory. Based on a cross-case analysis, this research
systematically analysed two organisations using the P3M3 model and semi structured
interviews. The research follows a logical and systematic process to
evaluate an appropriate level of maturity for an organisation’s context. The
process includes: identify current level of maturity, identify appropriate level, and
finally evaluate the benefits and costs of the gap. This research concluded that
there is a strong need to develop a quantitative/economic method to apply the
steps identified, rather than a qualitative approach that may be inaccurate or
biased.
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