A Simplified Project Management Maturity Model
Aligned with PMI Domains for Developing Contexts
PEER REVIEWED PAPER
By Dr. Muhammad Atif Rasheed
Ontario, Canada
Abstract
Project Management Maturity Models (PMMMs) are critical tools for assessing and improving project management processes within organizations. However, existing models primarily target organizations with established project management practices, which creates a gap for organizations at the early stages of adopting project management. This study reviews eight prominent project management methodologies (PMMMs) and evaluates their suitability for organizations in the early stages of adopting project management. Using a structured comparative analysis framework based on accessibility, scalability, implementation complexity, and contextual adaptability, the research identifies significant limitations in the applicability of these models for organizations in the early stages of adopting project management practices. The findings reveal that most PMMMs are overly complex, prescriptive, and resource-intensive for novice organizations, limiting their practical adoption. The paper recommends tailoring or simplifying maturity models to better serve the needs of beginners with more inclusive and adaptable frameworks. The paper concludes by proposing a new model, the Basic Intermediate Advanced Maturity Model (BIAMM). BIAMM offers a straightforward yet effective framework with three maturity levels: Basic, Intermediate, and Advanced. Its flexibility in accommodating various methodologies, including Waterfall, Agile, and Hybrid, makes it an ideal choice for organizations seeking to develop strong project management capabilities.
Keywords: Project Management, Project Management Maturity Models, PMI Standards, Project Management Methodologies, and Organizational Development.
Introduction
Project Management Maturity Models (PMMMs) are critical tools for assessing and improving project management processes within organizations. However, existing models primarily target organizations with established project management practices, which creates a gap for organizations at the early stages of adopting project management. This study reviews eight prominent project management methodologies (PMMMs) and evaluates their suitability for organizations in the early stages of adopting project management. Using a structured comparative analysis framework based on accessibility, scalability, implementation complexity, and contextual adaptability, the research identifies significant limitations in the applicability of these models for organizations in the early stages of adopting project management practices. The findings reveal that most PMMMs are overly complex, prescriptive, and resource-intensive for novice organizations, limiting their practical adoption. The paper recommends tailoring or simplifying maturity models to better serve the needs of beginners with more inclusive and adaptable frameworks. The paper concludes by proposing a new model, the Basic Intermediate Advanced Maturity Model (BIAMM). BIAMM offers a straightforward yet effective framework with three maturity levels: Basic, Intermediate, and Advanced. Its flexibility in accommodating various methodologies, including Waterfall, Agile, and Hybrid, makes it an ideal choice for organizations seeking to develop strong project management capabilities.
Background
An assessment of the concept of project management maturity and existing project management maturity models to suggest an appropriate model for organizations commencing the practice of project management. The Project Management Maturity Model assesses an organization’s project management practices and categorizes areas for improvement. Historically, organizations have been reluctant to undergo project management maturity appraisals, fearing they would be deemed less mature. One of the reasons is the lack of formal processes and their optimization. Although projects do get completed successfully, the challenge is to repeat or improve performance over time. Some organizations end up rated at levels two or three on a scale of one to five. These organizations lack a strategic plan for improving their project management maturity level, resulting in an indefinite time frame to attain the succeeding maturity levels.
Research question
The research question is
“Are the prevailing project maturity models appropriate for organizations commencing the practice of project management?”
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How to cite this paper: Rasheed, M. A. (2025). Bridging the Maturity Gap: Introducing BIAMM, a Simplified Project Management Maturity Model Aligned with PMI Domains for Developing Contexts; PM World Journal, Vol. XIV, Issue X, October. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/10/pmwj157-Oct2025-Rasheed-Bridging-the-Maturity-Gap-Introducting-BIAMM.pdf
About the Author
Dr. Muhammad Atif Rasheed
Toronto, Ontario, Canada
Muhammad Atif Rasheed, PgMP®, PMP®, ACP®, CBAP®, CSPO®, SσBB™, CISA®, DASSM®, MCSE®, ITIL®, also holds a Ph.D. in Information Security. His academic accomplishments include a Master of Information and Systems Technology, an MBA, and a Bachelor of Science in Information Technology. His credentials include Program Management Professional, Project Management Professional, Agile Certified Practitioner, Certified Business Analyst Professional, Certified Scrum Product Owner, Certified Information Security Analyst, and Six Sigma Black Belt. He has over twenty years of experience in various industries, including construction, healthcare, Fintech, retail, and education. Muhammad is a faculty member of Ontario public colleges and universities, teaching business analysis and project management.
In his most recent position with the University of Toronto, since 2019, he has worked as a Senior Project Manager and Business Analyst. His recent accomplishments include successfully implementing the Project & Portfolio management tool, the Canadian Union of Public Employees hiring application platform, Mac device management for remote software and security upgrades, and ARUBA ClearPass implementation for wired and wireless network infrastructure support. In addition, he has directly led the planning, design and development of the campus’s construction projects.
Muhammad enjoys exploring various cuisines, listening to music, and spending time with his family and friends in his free time. He can be contacted at m.rasheed@utoronto.ca or https://www.linkedin.com/in/muhammadatifrasheed/
