Project Management Maturity
Elevating Organizational Performance
1st Edition
Will be published approx. on 23. June 2026
Book
Paperback/Softback
173 pages
978-1-041-10700-2 (ISBN)
Description
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.
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.
Reviews / Votes
"Project Management Maturity: Unlocking Organizational Performance represents a real achievement of vision and collective effort. Written by an internationally recognized set of scholars working with experienced project practitioners and evaluators, its goal is to offer a clear examination of the nature of maturity and the benefits that derive from a purposeful evolution of organizational best practices with the goal of enhancing the means to deliver project value."Jeffrey K. Pinto, Pennsylvania State University Erie
More details
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
Professional and scholarly
Professional Practice & Development and Professional Reference
Illustrations
17 s/w Zeichnungen, 15 s/w Tabellen, 17 s/w Abbildungen
15 Tables, black and white; 17 Line drawings, black and white; 17 Illustrations, black and white
Dimensions
Height: 234 mm
Width: 156 mm
Thickness: 11 mm
Weight
286 gr
ISBN-13
978-1-041-10700-2 (9781041107002)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Alejandro Romero-Torres | Maude Brunet | Benoit Lalonde
Project Management Maturity
Elevating Organizational Performance
Book
approx. 06/2026
1st Edition
Auerbach
€148.50
Not yet published
Alejandro Romero-Torres | Maude Brunet | Benoit Lalonde
Project Management Maturity
Elevating Organizational Performance
E-Book
approx. 06/2026
Auerbach
€47.49
Available for download
Alejandro Romero-Torres | Maude Brunet | Benoit Lalonde
Project Management Maturity
Elevating Organizational Performance
E-Book
approx. 06/2026
Auerbach
€47.49
Available for download
Persons
Alejandro Romero-Torres holds a PhD in Industrial Engineering and is full professor in the Department of Management at the Universite du Quebec a Montreal (UQAM). He is chairholder of the UQAM Project Management chair and director of the Lab for Innovative Practices in Project Contexts. His research focuses primarily on the governance and management of infrastructure and digital projects, with particular attention to stakeholder engagement, decision-making processes, and value creation. In recognition of his outstanding contributions to education, he received the PMI Linn Stuckenbruck Teaching Excellence Award in 2020. In recent years, he has also served as an external advisor on public project management for various ministries and public organizations in the province of Quebec, Canada.
Maude Brunet is associate professor in the Department of Management at HEC Montreal. Her research interests include project organizing, governance and innovation of megaprojects, public infrastructure projects, and public-private partnerships. She is associate editor for the European Management Review (area of Project Management Studies), and she formerly served as associate editor for the International Journal of Project Management. She has published in several project management and administrative science journals and has co-directed three books, including the Research Handbook on Complex Project Organizing.
Benoit Lalonde graduated from the Universite du Quebec a Montreal with a Master's in project management (1992) and an Executive MBA (1993), and for more than 30 years he has applied his expertise in project, program, and portfolio management to help organizations create value and enhance performance. His mission is to guide organizational leaders in aligning strategy with execution across private enterprises, municipalities, and public or semi-public institutions. Benoit has supported hundreds of organizations in Canada and internationally. As president of the Board of Directors of PMI Montreal for a decade, he played a pivotal role in promoting best practices and strengthening the project management community in Quebec. Today, as founder of GPBL Think Project, he continues to equip business leaders with the tools and insights needed to achieve their objectives in an increasingly complex and competitive environment.
Monique Aubry holds a PhD in project management. She is associate professor at the Department of Management at Universite du Quebec a Montreal. She pursues her research on two main topics: the
development of megaprojects and organizing for project delivery. In 2020, she was awarded the PMI Research Achievement Award for her entire career; in 2012, she received the IPMA Research Award for her research on Project Management Offices. Over the last few years, she has acted as an external adviser on the management of public projects for several ministries and public organizations in the province of Quebec, Canada.
Maude Brunet is associate professor in the Department of Management at HEC Montreal. Her research interests include project organizing, governance and innovation of megaprojects, public infrastructure projects, and public-private partnerships. She is associate editor for the European Management Review (area of Project Management Studies), and she formerly served as associate editor for the International Journal of Project Management. She has published in several project management and administrative science journals and has co-directed three books, including the Research Handbook on Complex Project Organizing.
Benoit Lalonde graduated from the Universite du Quebec a Montreal with a Master's in project management (1992) and an Executive MBA (1993), and for more than 30 years he has applied his expertise in project, program, and portfolio management to help organizations create value and enhance performance. His mission is to guide organizational leaders in aligning strategy with execution across private enterprises, municipalities, and public or semi-public institutions. Benoit has supported hundreds of organizations in Canada and internationally. As president of the Board of Directors of PMI Montreal for a decade, he played a pivotal role in promoting best practices and strengthening the project management community in Quebec. Today, as founder of GPBL Think Project, he continues to equip business leaders with the tools and insights needed to achieve their objectives in an increasingly complex and competitive environment.
Monique Aubry holds a PhD in project management. She is associate professor at the Department of Management at Universite du Quebec a Montreal. She pursues her research on two main topics: the
development of megaprojects and organizing for project delivery. In 2020, she was awarded the PMI Research Achievement Award for her entire career; in 2012, she received the IPMA Research Award for her research on Project Management Offices. Over the last few years, she has acted as an external adviser on the management of public projects for several ministries and public organizations in the province of Quebec, Canada.
Content
Part I: Foundations 1. The Concepts of Evaluation 2. Evaluators and Action Research 3. Framework for Assessing Project Management Maturity 4. Organizational Project Management Framework and Maturity Levels Part II: The Evaluation Process 5. Processes for Evaluation of Maturity 6. The Process in Practice Part III: The Results of a Maturity Assessment 7. Key Deliverables of an Evaluation 8. Generic Path for Improving Maturity 9. Voices from Project Professionals 10. Voices from Evaluators 11. Conclusion Appendix A. Roles Involved in the Governance and Execution of a Project Appendix B. Practices, Standards, and Practical Guides to Consider for Each Component of the Project Management Reference Framework