From theory to practice of organizational project management maturity models – systematic literature review

Purpose Project management maturity significantly influences project success by enhancing efficiency, adaptability and strategic alignment. However, existing maturity models face challenges due to rigid structures, limited adaptability and inadequate attention to emerging technological and human-centric factors. This study reviews the literature to identify key determinants of project management maturity and proposes insights for refining these models for broader industry applicability. Design/methodology/approach A systematic literature review was conducted using established guidelines to ensure rigor and transparency. A total of 16,572 articles were initially identified through comprehensive searches in key academic databases, including Scopus, Web of Science and IEEE Xplore, using keywords related to project management maturity. Findings The review categorizes maturity determinants into five key domains: organizational culture and leadership, project-related characteristics, external environmental influences, technological advancements and individual project management competencies. Structured maturity models support project governance and risk management but face practical limitations due to inflexible frameworks, insufficient focus on soft skills and minimal integration of digital tools. This study underscores the need for adaptable, industry-specific maturity models that accommodate dynamic project environments, evolving stakeholder expectations and digital advancements. Originality/value This research synthesizes current knowledge on project management maturity, bridging the gap between theoretical frameworks and practical application. By emphasizing adaptability, leadership, and digital transformation, it offers valuable insights for organizations seeking to enhance project management maturity and align frameworks with real-world challenges.