Maturity Model

In this chapter, first projects and maturity models will review, their definitions, source of maturity models, project success, introduce and investigate famous maturity models. In second part the literature of new product development process and well known and popular models will be introduced. Regarding the issue, at the end of this chapter answers for research questions can be obtained after investigating two areas:

• A list of important and affecting factors to achieve organization maturity would be obtained. Factors will be placed in a single list to be questioned to obtain the importance of each of them to achieving maturity through questionnaire.

• A list of specifications that mature organizations which are working in the field of new

The technical dimension covers those collections of processes which are integral to project management. The human dimension includes the people (who are operating these processes) and their skill. It is important that managing a huge project and the process of planning is too hard in nature as well as processes such as issuing customer invoices. There are some proof that the ‘‘industries of origin’’ are certainly more mature in terms of project management than industries that have adopted the method more recently. The Engineering industries do score more highly than industries that adopted project management as a core capability much more recently, such as financial services (Arzymanow et al., 2002). Development of software and new products are two important role of project management. Many of the concepts of maturity that are integrated in different models of maturity which are introduced wholesale into the area of project management maturity models therefore the organizations, regardless of their maturity, will measure performance of the same group of processes. Some of these models in project management maturity strongly follow the principle of addition of incremental process areas as an organization rises in maturity, although these develop the definitions of the process areas which are relate to each maturity level. (Hillson, 2003)

2.2.3 Project Management

These models can be categorized as process-based or system-based. It is normal to start the maturity model taxonomy with a description of this model since it has served as the foundation for so many others. There are other models were described in this taxonomy such as: CMM, PCMM,CMMI,PMMM (PM Solutions), Erling S. Andersen, Svein Arne Jesson, Berkeley model, ProMMM (PMProfessional), Prince2, P3M3, PMMM by Kerzner, OPM3 (PMI). The general format for each models are as follows: overview, objectives, structure, assessment in terms of advantages/disadvantages, and/or, praises/criticism, and/or barriers/enablers. (McBride et al.,2004). The following Table 2.1 provides a quick summary of the most popular