A management maturity model (MMM) for project-based organisational performance assessment

Craig Langston*, Amir Naser Ghanbaripour

*Corresponding author for this work

Research output: Contribution to journalArticleResearchpeer-review

6 Citations (Scopus)

Abstract

Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran.

Original languageEnglish
Pages (from-to)68-85
Number of pages18
JournalConstruction Economics and Building
Volume16
Issue number4
DOIs
Publication statusPublished - 2016

Fingerprint Dive into the research topics of 'A management maturity model (MMM) for project-based organisational performance assessment'. Together they form a unique fingerprint.

  • Cite this