A second inherent assumption is that these processes operate predictably as a controllable “system” that is capable of delivering the outputs (new products in the case of CMMI) reliably and predictably. Kwak, Y. H., & Ibbs, W. C. (2000). (2002). Morris, P. W. G. (2000). Updating the project management bodies of knowledge. Regardless of industry or market sector, each of these two kinds of goals requires projects to be established, executed, and completed so, in a very real sense, projects can be considered as an integral part of “strategy in action,” and the successful implementation of every strategy can be said to depend to a greater or lesser extent on the successful completion of projects.Many of the practitioner-focused textbooks on project management define project success criteria in terms of the time, cost, and product performance (expressed as quality, or scope, or conformance to requirements) compared to the plan. By proceeding, you consent to the use of cookies. (1999). It would seem to follow that a mature “supplier organization,” undertaking projects for external clients and seeking thereby to make profits, will have different considerations for the management of its project portfolio (e.g., what bids have we been successful in winning?) Top gamin ou vieux sage, pour le savoir teste ta maturité !! Customer demands, innovative products, regulations, new markets, etc. Morris and Hough (1987), for example, in their seminal work on major projects, make a convincing case for the popular perception that an excessively large number of “major projects” are perceived by the public to fail. Cooke-Davies, T. J. They then argue—on the basis of both a comprehensive survey of the literature and also eight meticulously conducted case studies—for three or possibly four dimensions to project success criteria: project functionality, project management, contractors’ commercial performance, and, possibly, in the event that a project was cancelled, whether the cancellation was made on a reasonable basis and the termination handled efficiently. These discussions will need to be broadened to include both line and staff managers, and will benefit from being informed by research into the nature of maturity, the benefits it can be shown to bestow, the differences in maturity profiles between different industries and different types of projects, and the suite of metrics that will best help an organization to establish clear links between business success, project success and a mature project management capability.Anbari, F. T. (2003). The technical meaning has its roots in the Quality movement, and can be traced to the writings of authors such as Walter Shewhart and J. Edwards Deming. Newtown Square, PA: Project Management Institute. Peterson, A. S. (2000). Focus on API solutions that allow re-usability across your different development teams.Digital maturity: How do you measure the usage and success of exposed services?Digital maturity: What is your mobile maturity level? (1988). It goes the same with integration policies. The latter, on the other hand, implies an external designer or thinker, who is outside of the system being designed, but is capable of assessing the extent to which they are “fit for purpose” – meaning, of course, the purposes of the designer or thinker.They are similar in that each makes the assumption that a “perfected end-state” exists, whether it “unfolds from within” or is “designed from without.”This assumption has been made explicit in the development of “capability-maturity” models, which are very obviously founded on a control/systems epistemology, and which provide the wellspring from which project management maturity models have flowed.The family of capability-maturity models has been developed by the Software Engineering Institute of Carnegie-Mellon University under the original leadership of Watts Humphreys (Paulk, Curtis, Chrissis, & Weber, 1996). It is cited here simply to provide insights into the actual measures that organizations currently use to measure the success of their projects.The first 39 respondents were interviewed for between one and two hours each, seeking information about the metrics that they either provided or were provided with, and as a result of the insights gained during these interviews, the remaining respondents were provided with written questionnaires.The questionnaire was developed using the Goal/Question/Metrics method, and respondents were selected as holding one of four types of jobs: manager of multiple projects, financial manager, project manager, or provider of project support. How do you plan to govern them and not getting swamped into additional complexity and technical siloes?