ABSTRACT
Until recently, the concept of “maturity” was seldom used to describe the state of an organization’s effectiveness at performing certain tasks. Today, we find this maturity concept used increasingly to map logical ways to improve an organization’s services-particularly across the software industry. Why has this concept evolved in this industry and why not in other areas? And why is it of interest to the project management profession? The answer to both of these questions rests in the underlying complexities that go into the successful completion of a project-software development or otherwise.
