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Issue № 73. April 2019

Project Management Maturity Models: Critical Review

Valentin S. Nikolaenko, Euvgeniy A. Miroshnichenko, Ruslan T. Grisaev

Valentin S. Nikolaenko — MBA, Senior Lecturer, Tomsk Polytechnic University, Tomsk, Russian Federation.
E-mail: nikolaenkovs@tpu.ru

Euvgeniy A. Miroshnichenko — PhD, Tomsk Polytechnic University, Tomsk, Russian Federation.
E-mail: mir@tpu.ru

Ruslan T. Grisaev — student, Tomsk Polytechnic University, Tomsk, Russian Federation.
E-mail: gritsaev94@gmail.com

International project management communities (SEI, PMI, IPMA, OGC, ISO) have found that organizations with a high level of management maturity are more likely to complete their projects successfully. The established link between management maturity and probability of successful completion has led to the creation of many maturity models, which has created significant difficulties in understanding the strengths and weaknesses of each model. The authors conducted a critical review of ten most popular maturity models, such as CMMI®, OPM3, IPMA DELTA®, MINCE, P3M3®, SPICE, PM2, PMMM, ProMMM, PMMMRsmR. The results of the research will be of interest to project managers, project team members, managers of the organization, project offices and all those who are engaged in the development of project activities.

Keywords

Project management maturity model, Project, Comparative analysis, Project management, Level of project management

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