Application of the Prado-Project Management Maturity Model at a R&D Institution of the Brazilian Federal Government

Abstract

Government institutions have sought to improve their processes in project management in an effort to elevate their maturity levels using models that clearly identify the weaknesses in the management of their projects. This article aims to show a case study by applying the Project Management Maturity Model (Prado -PMMM), developed by Darci Prado, in a Research and Development (R&D) Institution of the Brazilian Federal Government. The scores show that the maturity level in project management is weak (institutional level equal to 2.47). The main causes for this score are attributed to the lack of knowledge and the unpreparedness of some sectors and project managers. It was also observed that the dimension named Technical Competence presents the highest value (46%), considered a good score. On the other hand, the dimension involving Behavioral Competence presents the lowest value (9%), which, according to the used methodology, is considered weak, indicating that investments must be made to enhance this dimension.

A Multi-Criteria Decision-Making Model for Selecting a Maturity Model

“…Although the MM approach was first used in computing and software engineering, its application has spread to various other fields (Santos-Neto & Costa 2019), such as supply chain management (McCormack, 2008), business process management (Lima et al, 2017), education (Bollin et al, 2018), agile process management (Nurdiani et al, 2019;Gren et al, 2015), and, as in this paper, PM (Neves et al, 2013;Crawford, 2006). PM is one of the approaches that stands out most in the MM literature.…”

“…Apart from needing to have a well-defined beginning and end, a project involves a series of steps with specific objectives that require monetary, human, and material resources to be available in the amounts and at the level of knowledge and experience needed to meet tight deadlines (Neves et al, 2013).…”

“…In addition to PM Solutions' PMMM and OPM3, was selected Kerzner's PMMM (KPMMM) (Kerzner, 2017) and Prado's PMMM (P2M3) (Neves et al, 2013). KPMMM because this model can evaluate maturity levels throughout the various phases of an organization's PM life cycle (i.e., its embryonic, executive management acceptance, growth, and maturity phases) (Bay & Skitmore, 2006).…”

“…KPMMM because this model can evaluate maturity levels throughout the various phases of an organization's PM life cycle (i.e., its embryonic, executive management acceptance, growth, and maturity phases) (Bay & Skitmore, 2006). And, P2M3 was selected because it is in tune with Brazilian culture, the country in which the company which is the focus of this study is located (Neves et al, 2013).…”

Maturidade em gestão de projetos

“…A pontuação final é dada em uma escala de 1 a 5, sendo que a totalidade dos pontos em cada nível determina o posicionamento em um nível. De acordo com a pontuação, os pontos fracos e fortes identificados em cada questão podem ser analisados, e planos de ação podem ser estabelecidos (DAS NEVES et al, 2013).…”