Introduction: Changing Times
In today’s business environment, a new generation of workers are growing up in a Web 2.0 world of Web-based project management tools that allow people on virtual or distributed teams to work together much more closely than in the past. Advances in computer technology and information flow have shown that the way we traditionally managed projects and defined maturity in the past may have been incorrect and may be ineffective for many of today’s projects.
Literature is now appearing describing project management (PM) 2.0 and 3.0, which focus on new project management tools, better project governance, improved collaboration with stakeholders, and more meaningful information reporting using metrics, key performance indicators (KPIs), and dashboard performance reporting systems. The result is that as technology and tools change, so does our need to redefine our definition of project management maturity. Therefore, project management maturity models (PMMMs) need to be updated periodically to account for these changes.
Redefining Maturity from PM 1.0 to PM 2.0/3.0
Project management had its roots in the aerospace, defense, and construction industries more than 50 years ago. Project management practices were effective on large projects with reasonably known and predictable technology, assumptions, and constraints that were unlikely to change over the duration of the project and that were being ...