Combining Models to Shape Project Success

Introduction

There is a need to work with faster and more flexible organizational structures, which force companies to operate through projects which help them to successfully achieve their objectives (Gomes & Romão, 2014). Furthermore, in an increasingly competitive business market, it is necessary to ensure that the successful results of one project can be extended to future projects, using standardized procedures. Project management has evolved over the last decades, as have the roles and responsibilities of the project manager (Kerzner, 2022). Organizations have adopted the project form as an important economic and social process on which the emerging knowledge economy has been supported (Cleland and Ireland, 2006; Meredith and Mantel, 2009). Practices and techniques of project management are recognized by many organizations in various industries as being essential skills, which benefit businesses (Anderson & Jessen, 2003). These skills are measured using benchmarking and comparative models Hillson (2003). clarifies that the benchmarking process aims to diagnose strengths and weaknesses, to measure the current capacity and to identify areas for improvement. According to Kwak and Ibbs (2002), most companies consider using practices and support tools which are applicable for project management processes, as they permit them to adapt to changing business environments, yet they need a reference model for the efficient implementation of such tools. Project management has experienced a very important growth and its economic impact is considerable in different sectors, industries and countries (Turner et al, 2010; Winter et al, 2006). Academic literature has paid a considerable attention to the concept of maturity models (Crawford, 2002; Kerzner, 2005: Kwak & Ibbs, 2002, Pennypacker & Grant, 2003). Maturity models represent a structured collection of elements which highlight the characteristics of effective processes at different stages of development (Pullen, 2007). Maturity models approach is the evolutionary progress in demonstrating the specific ability or accomplishment of a target from an initial to a final desired stage (Mettler and Rohner, 2009). Maturity in project management consists of developing repeatable processes and systems which lead to project success (Kerzner, 2019). Project management maturity models emerge which provides companies with the necessary mechanisms to allow them to identify the key areas for opportunity and improvement in project management tasks. Additionally, these models serve to develop comparative indicators for the application of project management practices and techniques across organizations which operate in the same business environment or sector. Maturity has been expressed by organizations as a potential key factor for increasing performance, for achieving goals and for being successful. Organizational project management maturity and competency seem to be promising variables which are both related to project success (Skulmoski, 2001; Suikki et al., 2002). Maturity shows how an organization has progressed in relation to the incorporation of project management as a way of working, thus reflecting its effectiveness in completing projects (Piwowar-Sulej, 2021).