Abstract:
This paper outlines existing maturity models of
project management and their underlying constructs.
Organizations involved in software development in
Sydney, Australia were interviewed about their project
management practices and their responses analysed to
determine whether different project managers used
different levels of project management practices and
whether the practices were in accordance with a
process based maturity model. This did not seem to be
the case, yet the data suggested that, as a possible
alternative, a systems theory based approach might be
more tenable. The overall conclusion, that a system
theory based maturity model appears to be better
correlated with organizational size and software
development maturity than a process based maturity
model, is briefly discussed and additional research is
suggested that could investigate this novel conclusion
further.
