Bozorg Mehri, S.; Ghanbaripour, A. N.; Menadue, V. R. and Patching, A. (2026) From theory to practice of organizational project management maturity models: Systematic literature review. Built Environment Project and Asset Management, 16(2), pp. 263-285. ISSN 2044-124X
Abstract
Purpose – Project management maturity significantly influences project success by enhancing efficiency, adaptability and strategic alignment. However, existing maturity models face challenges due to rigid structures, limited adaptability and inadequate attention to emerging technological and human-centric factors. This study reviews the literature to identify key determinants of project management maturity and proposes insights for refining these models for broader industry applicability. Design/methodology/approach – A systematic literature review was conducted using established guidelines to ensure rigor and transparency. A total of 16, 572 articles were initially identified through comprehensive searches in key academic databases, including Scopus, Web of Science and IEEE Xplore, using keywords related to project management maturity. Findings – The review categorizes maturity determinants into five key domains: organizational culture and leadership, project-related characteristics, external environmental influences, technological advancements and individual project management competencies. Structured maturity models support project governance and risk management but face practical limitations due to inflexible frameworks, insufficient focus on soft skills and minimal integration of digital tools. This study underscores the need for adaptable, industry-specific maturity models that accommodate dynamic project environments, evolving stakeholder expectations and digital advancements. Originality/value – This research synthesizes current knowledge on project management maturity, bridging the gap between theoretical frameworks and practical application. By emphasizing adaptability, leadership, and digital transformation, it offers valuable insights for organizations seeking to enhance project management maturity and align frameworks with real-world challenges.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | digital transformation; organizational culture; project management maturity; systematic literature review |
| Index terms: | project success, transformation, science, database, adaptability, project management, methodology, integration, efficiency, maturity model, organizational culture, face, systematic literature review, project management competency, determinant, risk management, transparency, governance |
| Subjects: | project management theory and practice, research evaluation and metrics, performance management, evaluation, psychology, organizational analysis, risk assessment, data management, user focus, sociology, professional development, business, specialized education, research methods |
| Topics: | Quality Management, Digital Applications, Risk Management, Governance, Information Management, Design Practice, Education, Organizational Design, Project Management, Research Practice, Business Strategy |
| Descriptive scope: | 4 PCTE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here