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The purpose of this paper is to contribute to the empirical research on project management (PM) maturity assessments, specifically based on a maturity model.

The empirical data are based on a case study including in-depth interviews with a semi-structured approach, followed by a focus group interview. A survey was distributed within a project-based organisation (PBO) and to client and stakeholder representatives, and then analysed. The organisation in the case study is a project department within a Swedish mining company.

Careful considerations are needed when choosing a PM maturity model (PM3) as the model structure can influence the assessment’s focus. It is also important to include both internal and external project stakeholders in the assessment to achieve an efficiency and effectiveness perspective when analysing PM capabilities. Valid information from an assessment is crucial, therefore, clear communication from management is important in order to motivate the participants in the assessment.

Improved understanding for implementing and applying a PM3 contributes to the increased knowledge of drivers, enablers and obstacles when assessing PM maturity, which also creates a basis for further research initiatives.

An increased knowledge of drivers, enablers and obstacles should be valuable for practitioners introducing and applying a PM3.

Projects are a common way of working in many businesses. Activities which aim to improve PM capabilities should contribute to more effective and efficient project performance.

This case study gives an in-depth insight into the implementation of a PM3 within a PBO. Through conducting a literature review, it was found that this type of empirical research is rare.

Despite the multitude of publications concerning the process maturity assessment models applied in the private sector, the matter of the choice of a process maturity assessment model is not so unambiguous in the public sector. The goal of this article is to identify process maturity assessment models applicable to the public sector.

Literature review, enabling identification of process maturity assessment models applicable to the public sector. Comparative analysis, making it possible to identify the advantages and disadvantages of the selected maturity assessment models.

Models enabling assessment of process maturity and e-government maturity applicable to the public sector have been identified. Potential benefits and limitations specific to the analysed models have been established.

The publication indicates which process maturity assessment models can be successfully applied in the public sector. As such, it provides important support for the public sector in the decision-making process concerning the choice and implementation of a specific process maturity assessment model.

This is one of the few study which refers to a comprehensive review and analysis of process maturity assessment models applicable to the public sector. As the relevant contribution, it clarifies the relationships and differences between process and e-government maturity assessment models. This study provides important aid to both practitioners and theorists in terms of the selection of a process maturity assessment model against specific research needs.

The purpose of this paper is to present the results of contract management process maturity assessments in the US Navy using a process capability maturity model. The maturity model is used to benchmark an organization’s contract management process maturity and to use the assessment results to develop a road map for implementing process improvement as well as knowledge-sharing initiatives.

This is survey-based research on benchmarking contract management processes in the US Navy. A web-based assessment tool was deployed to US Navy contracting officers located at aeronautical systems, sea systems, and logistics support contracting agencies. The assessment tool consists of survey items related to the use of contracting best practices. The survey responses are then used to calculate the agency’s contract management process maturity level.

The benchmarking results reflected higher maturity levels in the pre-award contracting processes (Procurement Planning, Solicitation Planning, and Source Selection), while lower maturity levels were reflected in the post-award contracting processes (Contract Administration and Contract Closeout). The research findings related to process capability enablers also reflected higher mean scores for the pre-award processes and lower mean scores for the post-award processes. These maturity levels and process capability enabler scores reflect the extent of the implementation of contracting best practices within the Navy contracting agencies.

This research uses a purposeful sampling approach designed to acquire data on organizational contract management processes. The assessment survey was administered only to qualified Navy contracting officers. The Navy contracting agencies are responsible for procuring billions of dollars in supplies and services in support of the Navy mission. Although the assessed contracting agencies procure different types of systems, supplies, and services, the contract management processes used are common to all Navy, Army, Air Force, and other US federal government agencies. The conclusions based on the analysis of these benchmarking assessments may be applicable to Department of Defense (DoD) and other government agencies.

The findings suggest that benchmarking can be effective in measuring and improving contracting process capability within the Navy. Benchmarking contracting processes can have far-reaching effects throughout the DoD. The Under Secretary of Defense’s has mandated initiatives related to improving both pre- and post-award contracting processes. The use of these benchmarking assessments can be instrumental in tracking the achievements of these process improvement initiatives. Additionally, the US Congress is leading the push for auditability in procurement operations. By benchmarking and improving its contracting processes, the DoD will be winning the battle toward integrity, accountability, and transparency of its financial operations.

Benchmarking contracting processes can also have far-reaching effects in society. Many governments are focussing on integrity, accountability, and transparency in public procurement. International organizations such as Transparency International (TI) have identified process capability and process integrity as key for reducing the potential for procurement-related fraud, waste, and abuse. Additionally, NATO member countries and partner nations are focussing on the value of assessing and improving procurement processes for strengthening transparency and accountability. The value of benchmarking and improving contracting processes is gaining much attention in global public procurement agencies as they strive for accountability, integrity, and transparency in their governance processes.

There are multiple reports on deficiencies in DoD’s contract management processes, identifying poor contract planning, and Contract Administration as just some of the critically deficient areas. In response, the DoD is increasing its emphasis on developing its workforce competence through education initiatives. However, very little attention is being paid to benchmarking contract management processes. This research reflects the value of benchmarking DoD’s contract management process maturity and using the results for implementing process improvement initiatives. Using process benchmarking data, agencies can identify process improvement initiatives that will ensure government tax dollars are spent in the most effective and efficient ways.

Digital transformation is crucial for achieving high-quality development in the construction industry. Assessing the industry's digital maturity is an urgent necessity. The Digital Transformation Maturity Model is a potential tool to systematically evaluate the digital maturity levels of various industries. However, most existing models predominantly focus on sectors such as the Internet and manufacturing, leaving the construction industry comparatively underrepresented. This study aims to address this gap by developing a maturity model tailored specifically for digital transformation within the construction industry.

This study leverages the Capability Maturity Theory and integrates the unique characteristics of the construction industry to construct a comprehensive maturity model for digital transformation. The model comprises five critical dimensions: industry environment, strategy and organization, digital infrastructure, business process and management digitization, and digital performance. These dimensions encompass a total of 25 assessment indexes. To validate the model's feasibility and effectiveness, a digital transformation maturity assessment was conducted within China's construction industry.

The results of the maturity assessment within the Chinese construction industry reveal that it currently operates at the third level of digital maturity (defined level). The industry's maturity score stands at 2.329 out of 5. This outcome indicates that the developed model is accurate and reliable in assessing the level of digital transformation maturity within the construction industry.

This paper contributes both practical and theoretical insights to the field of digital transformation within the construction industry. By creating a tailored maturity model, it addresses a significant gap in existing research and offers a valuable tool for assessing and advancing digital maturity levels within this industry.

The paper proposes a maturity assessment method to measure the state of maintenance practices in a company.

The method assumes that a maintenance department is evaluated in terms of its managerial, organizational and technological capabilities. By its adoption it is possible to analyse the maturity level reached by a company, in order to classify the criticalities in its maintenance processes; a company can also make a benchmark with the best companies of a reference sample.

The paper presents the method as a support to identify the levers to improve the maintenance management system. The method is demonstrated on a company whose maturity is assessed before making a benchmark against a sample of other manufacturing companies located in the Northern Italy.

The paper presents a scoring method for maturity assessment and a procedure to use it in order to identify the criticalities in maintenance processes and to subsequently drive the improvement of the maintenance management system. The paper should be useful both to researchers and maintenance professionals interested in using new methods for long‐term planning in maintenance.

One of the main challenges of organisations today is how to navigate their development into ideal sustainable organisations. However, each readiness level requires a different rubric of indicators. Therefore, this study develops a corporate sustainability maturity model (CSMM), which can be used by organisations to conduct self-assessments, identify their current sustainability maturity levels and transition into mature sustainable organisations.

This CSMM comprises various maturity domains, sub-domains and levels as well as a rubric of indicators for assessing the maturity of corporate sustainability. In its development, a systematic literature review examined existing maturity models, after which a pilot study, based on the literature review, content analysis and expert interviews, was used to create a prototype of the CSSM. Finally, the model was refined and expanded by considering practitioners' feedback and the tendencies of other sustainability maturity models.

On the basis of the findings, some Indonesian organisations conducted sustainability activities, without having a strategic plan. Moreover, the factors driving organisations to conduct sustainability efforts included external and internal pressure. However, typical factors, such as awareness of sustainability and organisational reputation gained from conducting sustainability activities, were insignificant in the sample.

This CSMM is the first sustainability maturity model developed for readiness assessment in an Indonesian context. Through this CSMM, organisations can determine their current readiness level of sustainability maturity and choose the correct indicators to help improve each sustainability domain in the matrix.

This study aims to develop a modular and prescriptive digital transformation maturity model whose constituent elements have conceptual integrity as well as reveal the priority weights of maturity model components.

A literature review with a concept-centric analysis enlightens the characteristics of constituent parts and reveals the gaps for each component. Therefore, the interdependency network among model dimensions and priority weights are identified using decision-making trial and evaluation laboratory (DEMATEL)-based analytic network process (ANP) method, including 19 industrial experts, and the results are robustly validated with three different analyses. Finally, the applicability of the developed maturity model and the constituent elements are validated in the context of the manufacturing industry with two case applications through a strict protocol.

Results obtained from DEMATEL-based ANP suggest that smart processes with a priority weight of 17.91% are the most important subdimension for reaching higher digital maturity. Customer integration and value, with a priority weight of 17.30%, is the second most important subdimension and talented employee, with 16.24%, is the third most important subdimension.

The developed maturity model enables companies to make factual assessments with specially designed measurement instrument including incrementally evolved questions, prioritize action fields and investment strategies according to maturity index calculations and adapt to the dynamic change in the environment with spiral maturity level identification.

A novel spiral maturity level identification is proposed with conceptual consistency for evolutionary progress to adapt to dynamic change. A measurement instrument that is incrementally structured with 234 statements and a measurement method that is based on the priority weights and leads to calculating the maturity index are designed to assess digital maturity, create an improvement roadmap to reach higher maturity levels and prioritize actions and investments without any external support and assistance.

Identifying the criteria that effectively drive innovation in universities is critical to assessing their innovation maturity level, and hence, planning for the improvements required to reach a target level. This paper aims to propose a three-phase approach to develop a multidimensional maturity assessment framework used by university decision-makers to determine their level of innovation readiness.

First, a systematic collection of evaluation criteria from the literature is conducted. The results are mapped into different categories in a hierarchical and multidimensional way, and validated by experts. The second phase aims to identify the critical factors and their priorities, which are determined using analytic network process (ANP). To facilitate that, a panel of thirteen experts is formed and questionnaires are sent to rank the importance of the criteria and their elements. Finally, a maturity assessment tool is developed to complement the framework, allowing decision-makers to determine the level of innovation maturity with respect to each dimension and the overall position.

Results revealed three clusters, eight criteria and 26 subcriteria related to innovation in universities. The findings about the relative importance of the various attributes are reflected in the developed assessment tool and taken into consideration in the maturity indices computation approach.

To the best of the authors’ knowledge, this is the first attempt to develop a comprehensive list of innovation success drivers in universities and to use this list to design an innovation maturity assessment framework

The assessment of COBIT process maturity levels is fraught with a number of problems regarding the objectivity of the assessment results. Unlike ISO/IEC 15504, COBIT does not define an assessment model. The purpose of this paper is to align the behavioural aspects of the six COBIT process attributes with achievement results defined for the nine process attributes associated with the ISO/IEC 15504‐2 measurement scale. The authors believe that this alignment permits a translation of the ISO/IEC 15504 assessment data into an objective COBIT process maturity rating.

The tables presented in the paper identify the COBIT process attributes, the applicable ISO/IEC 15504 process attribute achievement results and the aggregated rating that pertains to the selected achievement results. A final table lists the derived COBIT process maturity level in terms of the ratings for the ISO/IEC 15504 process attribute achievement results for an assessed process.

The objectivity of the aggregated result (COBIT process maturity level) appeals strongly to end‐users of this measurement result, particularly where contractual obligations must be satisfied.

The method is useful where measurement rigour must be demonstrated in the computation of the COBIT process maturity levels.

This assessment and computational method was developed and trialled in the second half of 2010 in the context of the assessment of 13 information technology (IT) service management processes at two different customer sites. The material is of special value to service managers in companies that have outsourced IT service management processes to external IT service providers.

This paper aims to present and discuss the results of the assessment of maturity of facilities management (FM) industries (FMi) in five countries, namely, Denmark, Hong Kong, Norway, Tanzania and the UK. The analysis is based on the “Integrated Feeder Factors Framework (I3F)”. I3F analyses maturity by assessing the progression and integration of the key factors essential for the maturity of the FMi, which are organisations practice, supply market, education, professional bodies, research and business environment.

FM experts in respective countries were interviewed. Data were also gathered from official documents and websites. The collected evidences were analysed using pattern matching.

The FM industry in the five case study countries are found at various levels of maturity. The UK exhibited high levels of maturity compared to other countries. Norway, Hong Kong and Denmark were at the same level with some notable differences, while Tanzania was at the lowest level.

The research successfully tested the I3F. This sets foundation for assessing maturity of the FM industry at a country level. The assessment of maturity at a country level is important to FM stakeholders in charting out plans for its development and longevity.

This is the first research which has assessed the maturity of FMi in five countries using an I3F. The results show the strength and weaknesses of the FMi in the five countries and point out areas which require stakeholders’ efforts to be improved or maintained.