The recent surge of ideas surrounding organizational project management maturity and project management competency are reviewed in this article. A generally held belief is that if both competency and maturity are improved, then the likelihood of project success is also improved. To this end, some authors recommend that certain models become the basis for international certification. However, some of these models are incomplete, flawed or downplay the importance of cost engineering principles. The author presents a competency and maturity framework with which to assess certification programs. The multipurpose framework is als applied to project human resource management to show the interface between maturity and competency from a cost engineering perspective.
|Number of pages
|Cost Engineering (Morgantown, West Virginia)
|Published - 1 Jun 2001