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Purpose – The conceptual and modularization of project management maturity models is based on the principle of process control. This research was designed to challenge these boundaries to reveal non‐process factors. The paper aims to discuss these issues. Design/methodology/approach – A multimethod research design was used with a “qual⇒Qual” sequence. This is a development in MM design theory, with its reliance on an initial qualitative stage that, despite being first, is insufficient to collecting sufficient data to answer the research question. A second stage, involving a more dominant qualitative, is necessary. Findings – Multiple non‐process factors are attributed to a mature project management capability responsible for undefined projects. They include “human factors” such as trust, attitude, motivation and attitude, along with increased customer involvement and a more adaptable organizational environment. Research limitations/implications – The challenge put forward in this research was for project management maturity theorists to recognize the possibility of finding maturity in a project management capability responsible for undefined projects. This challenge has been met. The focus can now turn to other environments where other project types (undefined or not) are also being managed using processes (and/or practices) that are not necessarily definable, repeatable, predictable and unique to that setting. Originality/value – An adaptable model has been created that contains multiple factors that can be used in their current relationships or changed to accommodate multiple project and project management scenarios. Further work will create weights for each factor that will further specify the relative value of each, thereby enhancing the adaptable nature of the model.
International Journal of Managing Projects in Business – Emerald Publishing
Published: Apr 1, 2014
Keywords: Canada; e‐Learning; Universities; Human factors; Project management maturity; Maturity models
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