Benchmark Organizations in Project Management
Lessons Learned from the PMMM Research Series
SERIES ARTICLE
By Darcy Prado, PhD
Belo Horizonte (MG) – Brazil
With the participation of Carolina Boros and Renata Vissoto (Central Bank of Brazil), João Victor Nóbrega and Allan Bruno da Silva Andrade (Moura Batteries) and Tulio Duarte Faria (Reta Engineering)
ABSTRACT
This is the sixth article of the series Lessons Learned from Maturity Research, and it is a continuation of the previous article [7] in which we showed that only a few organizations reach the maturity level of excellence (levels 4 and 5). In the present article, we will analyze the characteristics of organizations that have reached the level of excellence (benchmark or high-performance organizations). We also present three case studies of Brazilian benchmark organizations. We remind the reader that, for a proper understanding of this text, it is very important that the reader is already familiar with the articles published in previous issues of this journal [3, 4, 5, 6, 7, 8].
1 – THE SIZE OF THE GROUP OF ORGANIZATIONS THAT REACHED THE LEVEL OF EXCELLENCE
Initially, it is important to note that this article describes the characteristics of organizations with one or more departments that have reached level of excellence in project management. This does not mean that such organizations have achieved excellence in all aspects of their management, nor that all departments that manage projects in these organizations have achieved excellence. In fact, in most cases, only a single department achieved this level.
In our last article [7], we stated that it is reasonable to estimate that, in Brazil, the total number of organizations that have reached the level of excellence is between 240 and 600, across the private, government, and third sectors. In this estimation, we are only including organizations with project portfolios that require efficient project management to ensure they deliver the desired results. This estimation does not include organizations that, despite having project portfolios, do not require project management to achieve results. Their project portfolios are generally short-lived and/or have very small teams and/or are very low in complexity. Examples of such scenarios include but are not limited to small architecture/engineering firms, software houses, start-ups, and consulting firms.
The estimated number of organizations that reached the level of excellence in Brazil (between 240 and 600) is quite significant and deserves an analysis of their characteristics.
2– THE LONG AND CHALLENGING JOURNEY TOWARDS EVOLUTION
In my work as the maturity research coordinator and consultant of a private organization, I was able to closely follow the evolution of some organizations that have become benchmarks. A common denominator at the beginning of their journeys toward excellence is the perception of critical deficiencies in their businesses, particularly in relation to competitive threats and/or market opportunities and/or new customer demands. Furthermore, all of them were strongly aware of the importance of developing project management skills for business evolution. Another common characteristic in these organizations’ journeys is the existence of a competent team strongly supported by senior management, as well as the continuous support of engaged leadership outside the PMO (project evolution sponsor).
More…
To read entire article, click here
Editor’s note: The Project Management Maturity series of articles by Prof Darci Prado is based on his extensive research on this topic in Brazil and other countries. Darci is the developer of the Prado Project Management Maturity Model which has been successfully implemented by many organizations in Brazil. More about this model and related research can be found at https://maturityresearch.com/en/home-en/
How to cite this work: Prado, D. (2025). Maturity Evolution: Benchmark Organizations in Project Management, Lessons Learned from the PMMM Research, Series article 6, PM World Journal, Vol. XIV, Issue IX, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/09/pmwj156-Sep2025-Prado-Maturity-Evolution-Benchmark-Organizations-series-article-6.pdf
About the Author
Darci Prado, PhD
Belo Horizonte (MG) – Brazil
Darci Prado is a consultant and partner of FALCONI in Brazil. He is an engineer, with graduate studies in Economical Engineering at UCMG and PhD in Project Management from UNICAMP, Brazil. He has worked for IBM for 25 years and worked with UFMG Engineering School for 32 years. He holds the IPMA Level B Certification. He was one of the founders of Minas Gerais State and Parana State PMI chapters, and he was a member of the Board Directors of the Minas Gerais State PMI chapter during 1998-2002 and member of the Consulting Board during 2003-2009. He was also the president of IPMA Minas Gerais State chapter during 2006-2008. He is conducting Project Management maturity research in Brazil and Italy. He is author of nine books on project management and is also author of a methodology, a software application, and a maturity model for project management. Darci can be contacted at darciprado@uol.com.br.
To view other works by Dr. Prado, please visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/darci-prado-phd/
