Organizations simply can no longer execute projects the same way they have in the past. Their managers must rethink methods and change in response to an evolving context that is confronting every organization. An efficient way to realize this change is to evaluate project management and organizational project management maturity. Project Management Maturity: Elevating Organizational Performance explains how such an evaluation not only provides an independent benchmark of project management performance but also recommends targeted actions for change and improvement.

The book offers a framework to assess project management maturity at both the project and organizational levels. This framework was developed by academics and professionals tasked with evaluating project management maturity to improve organizational performance. To explain the steps required for a successful maturity evaluation, the book takes an action research approach to describe in detail the evaluation process. It further illustrates the process with a real-world case study of a maturity evaluation in a public sector organization. Presenting key findings and recommendations that follow from an evaluation, the book explains the four categories of results and describes general avenues for improvement based on the authors’ field experience. To help managers with their own evaluations, the book discusses how project management professionals have experienced the evaluation process and how they have transformed their organizations. It also presents how evaluators have experienced the process and how they have collaborated with project and organizational managers.

Organizations simply can no longer execute projects the same way they have in the past. Their managers must rethink methods and change in response to an evolving context that is confronting every organization. An efficient way to realize this change is to evaluate project management and organizational project management maturity. Project Management Maturity: Elevating Organizational Performance explains how such an evaluation not only provides an independent benchmark of project management performance but also recommends targeted actions for change and improvement.

The book offers a framework to assess project management maturity at both the project and organizational levels. This framework was developed by academics and professionals tasked with evaluating project management maturity to improve organizational performance. To explain the steps required for a successful maturity evaluation, the book takes an action research approach to describe in detail the evaluation process. It further illustrates the process with a real-world case study of a maturity evaluation in a public sector organization. Presenting key findings and recommendations that follow from an evaluation, the book explains the four categories of results and describes general avenues for improvement based on the authors’ field experience. To help managers with their own evaluations, the book discusses how project management professionals have experienced the evaluation process and how they have transformed their organizations. It also presents how evaluators have experienced the process and how they have collaborated with project and organizational managers.

Organizations simply can no longer execute projects the same way they have in the past. Their managers must rethink methods and change in response to an evolving context that is confronting every organization. An efficient way to realize this change is to evaluate project management and organizational project management maturity. Project Management Maturity: Elevating Organizational Performance explains how such an evaluation not only provides an independent benchmark of project management performance but also recommends targeted actions for change and improvement.

The book offers a framework to assess project management maturity at both the project and organizational levels. This framework was developed by academics and professionals tasked with evaluating project management maturity to improve organizational performance. To explain the steps required for a successful maturity evaluation, the book takes an action research approach to describe in detail the evaluation process. It further illustrates the process with a real-world case study of a maturity evaluation in a public sector organization. Presenting key findings and recommendations that follow from an evaluation, the book explains the four categories of results and describes general avenues for improvement based on the authors’ field experience. To help managers with their own evaluations, the book discusses how project management professionals have experienced the evaluation process and how they have transformed their organizations. It also presents how evaluators have experienced the process and how they have collaborated with project and organizational managers.

Organizations simply can no longer execute projects the same way they have in the past. Their managers must rethink methods and change in response to an evolving context that is confronting every organization. An efficient way to realize this change is to evaluate project management and organizational project management maturity. Project Management Maturity: Elevating Organizational Performance explains how such an evaluation not only provides an independent benchmark of project management performance but also recommends targeted actions for change and improvement.

The book offers a framework to assess project management maturity at both the project and organizational levels. This framework was developed by academics and professionals tasked with evaluating project management maturity to improve organizational performance. To explain the steps required for a successful maturity evaluation, the book takes an action research approach to describe in detail the evaluation process. It further illustrates the process with a real-world case study of a maturity evaluation in a public sector organization. Presenting key findings and recommendations that follow from an evaluation, the book explains the four categories of results and describes general avenues for improvement based on the authors’ field experience. To help managers with their own evaluations, the book discusses how project management professionals have experienced the evaluation process and how they have transformed their organizations. It also presents how evaluators have experienced the process and how they have collaborated with project and organizational managers.