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The aim of the research work that underpins this paper is, therefore, to examine the effectiveness of project management maturity in mitigation measures for risk response within construction companies to influence project success.

Ninety-three questionnaires were collected from respondents in different construction companies in the UAE, in order to assess project maturity in construction projects. Fifteen key success factors emerged from the literature and the questionnaire survey as being susceptible to improvement with increasing the project success.

The results reveal that maturity can be improved by developing mitigation measures which positively influence risk response for project success. Based on these results, a framework is proposed to improve the practical functioning of risk response.

This study, however, reflects the general view but for greater confirmation, in-depth investigation is required, and the suggestion is that more primary data should be gathered by the survey method in other project organisations that have adopted risk management maturity, in order to validate the preliminary findings in this paper. This research is being carried out and will be reported in a future paper.

This framework provides a better risk response to achieve a higher level of maturity. One of the unique features of the study is the creation of new knowledge by focusing on the UAE. At the same time, the use of maturity modelling to handle construction delays risks provides new knowledge for a wider audience.

The purpose of this paper is to develop and to empirically verify a model of project risk management maturity (PRMM).

Theoretical work to develop the initial model of risk maturity. Empirical study by a cross-sectional survey to the Indonesian construction industry.

A new model of PRMM is developed and empirically tested. The model is valid (face validity, content validity, discriminant validity, convergent validity, and criterion validity) and reliable.

A more comprehensive, follow-up study is required to gain more insights on the actual maturity level of Indonesian construction industry.

The model is applicable to assess the organizational maturity level which in turn could be used for improving organization performance.

The work demonstrates a novel approach in developing models by emphasizing on the empirical verification.

This paper aims to examine the notion of maturity assessment and maturity models more broadly and goes on to examine the findings from the assessments of project, programme and portfolio maturity undertaken across Australian Government agencies.

A statistical analysis was performed to determine the level of maturity that best represents the Australian Federal Government agencies as a whole. The unit of analysis in this study is the agencies overall scores in each sub-model across the seven perspectives of the portfolio, programme and project management maturity model (P3M3) maturity model.

This study has identified a number of interesting findings. First, the practices of project, programme and portfolio across the dataset practiced independently of each other. Second, benefits management and strategy alignment practices are generally poor across Australian Government agencies. Third, programme management practices are the most immature. Finally, the results showed a high sensitivity to the “generic attributes” of roles and responsibilities, experience, capability development, planning and estimating and scrutiny and review.

All data used in this analysis are secondary data collected from individual Australian Government agencies. The data were collected by accredited consultants following a common data collection method and using a standard template to ensure a consistent approach.

The study poses some implications for practice, particularly given the context of Australian Federal Government agencies current plans and action to improve organisational maturity. The study suggests that benefits management processes at the project level and benefits management, governance and stakeholder management processes at the programme level should be an area of focus for improvement.

This study is the first attempt to systematically review the data collected through such an assessment and in particular identify the findings and the implications at a whole of government level.