ABSTRACT
UNTIL JUST A few years ago, 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 being used increasingly to map out logical ways to improve an organization’s services-particularly across the software industry. Why has this evolved in this industry-why not in other areas? And why is this 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.
