ADDIS ABABA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

SCHOOL OF COMMERCE

MA IN LOGISTICS AND SUPPLY CHAIN MANAGEMENT

ARTICLE REVIEW FOR THE COURSE SUPPLY CHAIN PROJECT MANAGEMENT

(10%) (INDIVIDUAL ASSIGMENT)

GENERAL INSTRUCTIONS:

Read the article attached herewith on Project Maturity Analysis Models and develop a three
page critical review report of the article excluding ancillary pages and a two page slide. The
review should address at least the following issues:

1. Analysis of the purpose and objective of the article

2. The scientific rigor of the article (review of literature and methodology)
3. Key findings or results of the article
4. Summary of weakness and strengths of each models
5. Subject matter significance of the article
6. Summary and conclusions

REPORT FORMATTING GUIDELINE:

1. Cover page: The paper should contain the cover page with the title, full names, ID number,
course title, instructor's full name, the name of the university, date of submission, and your
section (All must be correctly spelled).
2. Formatting and Language requirements: Use Times New Roman font type with 12 font
size throughout the text. The line spacing should be 1.5 through the text. The report should
be written in flawless English (Hence, properly edit the language before submitting the final
report)
3. Referencing style: Use APA (American Psychological Association) referencing format for
social sciences to acknowledge the sources consulted during the review (if necessary)
4. Submission form: PDF & Word format
5. Deadline for submission: 4 May 2024 before midnight. Late submissions will not be
entertained.

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6. Submission modality: Only via email (zelalem.bayisa@aau.edu.et). The email subject line
for submission shall be “Supply Chain Project Management Article Review Report”

Best of Luck!

Introduction:

The article "Assessment of Project Management Maturity Models Strengths and

Weaknesses" by Valentin Nikolaenko and Anatoly Sidorov provides a comprehensive
analysis of various project management maturity models. It delves into the strengths and
weaknesses of nine popular models, offering insights crucial for project managers, team
members, and organizational leaders.
Analysis of the purpose and objective of the article
The purpose of the article is to analyze various project management maturity models in
order to identify their strengths and weaknesses. It aims to provide insight into the
effectiveness of these models in assessing and improving project management practices.
The article discusses the importance of project management maturity in achieving project
success and highlights the need for standardized management practices.

Furthermore, the article explores the conceptual content of nine popular project
management maturity models, including CMMI, OPM3, IPMA DELTA, P3M3, SPICE,
PM2, PMMM, ProMMM, and PMMMsm. Each model is analyzed in terms of its
structure, assessment criteria, and levels of maturity.

The authors conducted a critical analysis to identify the strengths and weaknesses of
these models. They found that while the models are based on international project
management standards, they often overlook important factors such as organizational
infrastructure, corporate culture, and the effectiveness of best practices. Additionally, the
article discusses the lack of practical content for higher maturity levels in some models.

Overall, the article provides valuable insights into project management maturity models
and their implications for organizational success. It highlights the need for

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 comprehensive assessment tools that consider various aspects of project management
practices.
Scientific Rigor:
The article demonstrates a high level of scientific rigor through its thorough review of
literature and methodology. It extensively references research from international project
management communities such as the Software Engineering Institute (SEI), Project
Management Institute (PMI), and International Project Management Association (IPMA).
The authors employ a critical analysis approach, examining each model's conceptual
content, application areas, and empirical evidence. This methodology ensures a well-
rounded assessment, enhancing the credibility of the findings.

Key Findings:
The key findings of the article revolve around the strengths and weaknesses identified in
the analyzed project management maturity models. Notably, the models based on
international project management codes of knowledge exhibit significant advantages,
providing a solid foundation for assessing organizational maturity. However, the majority
of models overlook crucial elements such as structural and infrastructural components,
effectiveness evaluation processes, and corporate culture influences. This gap in coverage
limits the models' ability to comprehensively evaluate project management maturity.

Summary:
The article provides a comprehensive analysis of various project management maturity
models, aiming to identify their strengths and weaknesses. It covers nine popular models,
including CMMI®, OPM3, IPMA DELTA®, P3M3®, SPICE, PM2, PMMM, ProMMM,
and PMMMsm. Each model is evaluated based on its conceptual content, application
domain, and empirical evidence of its effectiveness. The review highlights the
importance of project management maturity in ensuring successful project outcomes and
addresses key questions such as the impact of maturity level on project success and the
evaluation of best practices' efficiency.

Summary of Strengths and Weaknesses:

The analysis presented in the summary identifies several key strengths and weaknesses
across the various project management maturity models discussed.

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 One of the primary strengths of these models is their alignment with recognized
international standards, such as OPM3, IPMA DELTA®, P3M3®, and PMMMsm. This
provides a solid foundation for assessing organizational maturity, as these models are
based on well-established project management principles and best practices.
Additionally, the models offer detailed descriptions of the processes, technologies, and
competencies required at lower maturity levels, which can greatly assist organizations in
understanding their current state and identifying areas for improvement.
Furthermore, the summary cites empirical evidence from studies demonstrating the
practical application of these maturity models in different contexts. This indicates the
relevance and effectiveness of these models in assessing organizational maturity, lending
credibility to their use.
However, the analysis also highlights several weaknesses of the maturity models. One
significant weakness is the limited scope of these models, as they tend to focus primarily
on organizational processes and structures, while overlooking crucial factors such as
corporate culture and individual competencies, which are essential for project success.
Additionally, the models lack a robust process for assessing the effectiveness and
efficiency of implementing best practices, making it challenging for organizations to
measure the impact of their maturity improvement efforts.
Another weakness identified is the conceptual emphasis of the models, particularly at the
higher maturity levels. While the lower maturity levels are well-defined in terms of
processes and practices, the higher levels often lack practical content, making it difficult
for organizations to progress beyond a certain stage of maturity.
Overall, the summary provides a balanced assessment of the strengths and weaknesses of
the project management maturity models, highlighting both their advantages and the
areas where further development and refinement may be necessary to enhance their
effectiveness in supporting organizational improvement.
Subject Matter Significance of the Article
The article titled "Assessment of Project Management Maturity Models Strengths and
Weaknesses" addresses a crucial aspect of project management: the evaluation of
maturity models. In today's dynamic business environment, where organizations
constantly strive for efficiency and effectiveness in project delivery, understanding the
strengths and weaknesses of maturity models is paramount. The significance of this
article lies in its exploration of the most popular project management maturity models,
such as CMMI, OPM3, IPMA DELTA, P3M3, SPICE, PM2, PMMM, ProMMM, and

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 PMMMsm. By critically analyzing these models, the article sheds light on their
applicability, limitations, and implications for project management practices.
Summary and Conclusions
The article provides an in-depth analysis of the strengths and weaknesses of the identified
project management maturity models. One of the key findings is that the most developed
models are based on international project management codes of knowledge, which
enhances the credibility and relevance of these models. However, a notable weakness
across many models is the disregard for structural and infrastructural elements essential
for project success, such as workplace, equipment, software, and professional standards.
This oversight may hinder the holistic understanding of project management maturity.

Another weakness highlighted is the absence of processes for evaluating the effectiveness
and efficiency of using best practices. Maturity models often focus on identifying
maturity levels but overlook the evaluation of practical implementation and outcomes.
Additionally, the article notes that while some models, like ProMMM, incorporate
corporate culture, the majority do not adequately consider its influence on project
management maturity, despite the significant role it plays in fostering or hindering
project management improvement efforts.

The article also points out a disparity in the depth of description between lower and
higher maturity levels in the models. While lower levels are extensively described, higher
levels lack practical content, which may limit their usability.

In conclusion, the article underscores the importance of project management maturity

assessment as a tool for identifying competent contractors and ensuring successful project
outcomes. By critically analyzing the strengths and weaknesses of existing maturity
models, the article contributes valuable insights to the project management community,
guiding practitioners, organizations, and researchers in their quest for project excellence.

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