Escritório de Projetos

O maior e melhor conteúdo gratuito de gerenciamento de projetos do Brasil


Maturidade em gerenciamento de projetos

  • Maturity in Project Management Series[1]

    By Russell D. Archibald & Darci Prado

    Introduction to a SERIES of ARTICLES on Maturity of Organizations in Project Management

    This is the first of a series of articles on this important subject. This article provides a general introduction to the topic of measuring project management (PM) maturity, the benefits that this measurement can provide, and identifies some of the models that are being used for that purpose. Subsequent articles in this series with cover these topics:

  • Maturity in Project Management Series[1]

    By Russell D. Archibald & Darci Prado

    This is the third of a series of articles on PPPMM.

    Foundations of the Prado-PM Maturity Model

    The Prado-PM Maturity Model (Prado-PMMM) was launched in December 2002 and reflects forty years of experience on the subject by Darci Prado within IBM and two large, Brazilian international consulting firms: INDG and FALCONI. The initial goal was to create a simple and easy to use model that provides reliable results. Since 2002 it has been used by hundreds of Brazilian organizations and others in Italy, Spain, Portugal and the USA, and the results obtained are consistent with expectations, and with what have been obtained with a thorough, much more lengthy diagnosis. This model has also been used since 2005 in a maturity survey conducted in Brazil by Darci Prado and Russell Archibald [1]. This same survey was conducted in Italy in 2010.

  • Maturity in Project Management Series[1]

    By Russell D. Archibald & Darci Prado

    This is the fourth of a series of articles on PPPMM.

    PM Maturity for Project Categories[2]


    Here we describe the need for systematically categorizing the many different types of projects that exist, discuss a few of the many possible ways to categorize them, and present a widely used project categorization approach that has proven practical for many organizations. That project categorization model has been used since 2005 in the project management (PM) maturity research conducted using the Prado PM Maturity Model in Brazil, Italy, Spain, Portugal, Mexico, and the United States.

  • Maturity in Project Management Series[1]

    By Russell Archibald, Darci Prado & Warlei Oliveira

    This is the fifth of a series of articles on PPPMM.

    Maturity, Success and Competitiveness


    One issue that has always attracted the attention of professionals involved in project, program, and portfolio management (PPPM) is to be able to quantitatively demonstrate the value of this practice and to see it recognized by organizations. We believe that the Brazilian Experience with PPPM Maturity has brought an important contribution to this issue. Brazil is the seventh largest world economy (according to The World Bank) and has a dynamic community of project and program management, highlighted by the 14 active chapters of the PMI and the national IPMA-Brazil Association. The Brazilian Experience with PPPM Maturity is distinguished by longevity (since 2005), the range of participants (the 2012 survey had 434 participating organizations), by frank acceptance by the PPPM community, by the huge amount of results given, and by the consistency of those results.

  • Maturity in Project Management Series[1]

    By Russell D. Archibald & Darci Prado

    This is the second of a series of articles on PPPMM.

    The Importance of Knowing Your Project, Program, and Portfolio Management Maturity: PPPMM

    The world today depends on projects: almost a third of the world economy is generated through projects [1]. For many organizations, projects ensure their future and allow them to survive and grow. Projects can be seen in the construction of a new factory to launch a new product, the restructuring of a recently acquired company, the development and implementation of a computerized application, and achievement of many other strategic objectives. A thorough analysis of the world scene shows that failures to plan and execute projects properly have serious negative impacts on business results. For example, a study by the Standish Group [2], which has analyzed the efficiency of management of software projects in the U.S. since 1994, shows that the project success rate today in this area is still very low: 37%.

  • Um dos principais objetivos de todas as organizações é ter sucesso em seus projetos.

    A única forma de conseguir isso de forma consistente é aumentando seu nível de maturidade em gestão de projetos que passa impreterivelmente pela criação de um Escritório de projetos de acordo que a maturidade vai aumentando.

    Por esse motivo, criamos esse Saiba Mais sobre Maturidade em Gestão de Projetos junto com a seção sobre Escritório de Projetos.

    Abaixo apresentaremos por tema relacionado, as melhores referências que identificamos sobre o assunto.

    Caso tenha uma referência melhor sobre o tema, peço que inclua na seção comentários e teremos prazer em compartilhá-la com nossa comunidade de gerentes de projetos.


    Pesquisas recorrentes divulgadas sobre maturidade de projetos nas empresas:

    Artigo em Inglês sobre modelos de maturidade do Darci Prado. Leia os artigos...

    Artigos sobre Estudo de Caso de avaliação de maturidade em empresas:

    Artigos sobre comparações entre modelos de maturidade:

    Dissertação sobre avaliação de maturidade em uma empresa:



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