Original Research

A maturation model for project-based organisations – with uncertainty management as an always remaining multi-project management focus

Anna Jerbrant
South African Journal of Economic and Management Sciences | Vol 17, No 1 | a808 | DOI: https://doi.org/10.4102/sajems.v17i1.808 | © 2014 Anna Jerbrant | This work is licensed under CC Attribution 4.0
Submitted: 02 December 2013 | Published: 11 February 2014

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Anna Jerbrant, KTH, Sweden

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The classical view of multi-project management does not capture its dynamic nature. Present theory falls short in the expositive dimension of how management of project-based companies evolves because of their need to be agile and adaptable to a changing environment. The purpose of this paper is therefore to present a descriptive model that elucidates the maturation processes in a project-based organization as well as to give an enhanced understanding of multi-project management in practice. The maturation model displays how the management of project-based organizations evolves between structuring administration and managing any uncertainty, and emphasizes the importance of active individual actions and situated management actions that haveto be undertaken in order to coordinate, synchronize, and communicate the required knowledge and skills.The outcomes primarily reveal that, although standardized project models are used and considerable resources are spent on effective project portfolio management, how information and communication are executedis essential for the management of project-based organizations. This is particularly true for informal and non-codified communication.


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1. The Effect of Stakeholders’ Satisfaction and Project Management Performance on Transitions in a Project Management Office
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