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Developing Project Management Maturity as an Organizational Change Process
Abstract
The entanglement of project management and the management of organizational change is not reflected in the literature on and standards of project management maturity. Studies on maturity concentrate on identifying the components that determine an organization's maturity, the levels in which this maturity can be expressed, and the effects of maturity. However, the process of changing from one level to another level is hardly or not addressed. By taking an organizational change perspective on developing maturity, this chapter develops a framework that provides guidance for the development of maturity. For every transition, from one level to another, a set of interventions is provided that addresses both the hard and the soft dimensions of organizational change. Successful project management maturity development requires that equal attention is being paid to both the hard and the soft dimensions of organizational change. The framework developed in this chapter provide guidance for this.
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