A Proposal of Governmental Project Management Maturity Model



By Dr. Stanislaw Gasik

Warsaw, Poland




Governments may perform actions to improve project implementation effects in their countries. This article describes a way to improve government project management by applying a specific maturity model. First, the concepts of the Governmental Project Implementation System (GPIS) and Governmental Project Management (GPM) are briefly introduced. A GPIS is a system that contains the regulations, organizations, processes, project managers, contractors and other elements influencing the management of public-sector projects in a given country. The GPM covers processes of GPIS development and maintenance. Next, the Governmental Project Management Maturity Model (GPM3) is defined and described. A GPM3 is a GPIS / GPM maturity model consisting of the Initial, Local, Governmental, Cooperating, and Optimizing levels. Finally, the article points out the benefits of introducing GPIS and GPM and using GPM3.


Administrative units at any level (country, state or province or land) have their own public administration. Public administration is a set of collaborating organizations subject to activities of its government (e.g.. Bluntschli, 2000, p. 25; Heywood, 2004, p. 75; Parker & Gallagher, 2007; Held, 1989, p. 2). In the public sector, the set of organizations composing a particular administrative unit forms one higher-level organization. This feature distinguishes the public sector from the other sectors in which there are numerous independent, often competing companies in every administrative unit. Governments shape the way that public administration functions. Public-sector projects are one area of government activities.

A public-sector project is a project performed by any public organization in an environment established by its government. The effectiveness and efficiency of public-sector projects depends both on the activities of the public organization and the government by which it is governed. The government-created environment of projects’ implementation may cover processes, methodologies, practices, organizations (including auditing offices and public-sector Project Management Offices), databases, project managers, project management maturity models, project contractors and other elements, all of which define, shape or influence the way public-sector projects are implemented. It will be referred to as the Governmental Project Implementation System (GPIS). The GPIS is controlled by governmental laws, executive orders and other activities and documents, specific to the individual administration. The process of influencing and shaping the GPIS by the government will be referred to as the Governmental Project Management (GPM).

It is worth to compare GPM with lower levels of project-oriented management. Table 1 summarizes the main differences between project management, Organizational Project Management, and Governmental Project Management.

Table 1. Levels of project management



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How to cite this paper: Gasik, S. (2019). A Proposal of Governmental Project Management Maturity Model; PM World Journal, Vol. VIII, Issue IX, October.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/10/pmwj86-Oct2019-Gasik-governmental-project-management-maturity-model-proposal2.pdf



About the Author

Stanislaw Gasik, PhD, PMP

Warsaw, Poland




 Dr. Stanisław Gasik, PMP is a project management expert. He graduated from University of Warsaw, Poland, with M. Sc. in mathematics and Ph. D. in organization sciences (with specialty on project management). Stanisław has over 20 years of experience in project management, consulting, teaching and implementing PM organizational solutions. He has lectured at global PMI and IPMA congresses and other conferences. He was a significant contributor to PMI’s PMBOK® Guide and PMI Standard for Program Management and contributed to other PMI standards. His professional and research interests include government projects, portfolio management, project management maturity, and project knowledge management. He may be contacted at stanislaw.gasik@gpm3.eu.