Percepções sobre a maturidade das dimensões do modelo P3M3® na gestão de projetos, programas e portifólio de uma organização no ramo de energia.

Abstract

The maturity in project management emerges as a competitive and strategic aspect because it has been used as a tool for continuous improvement. This case study was developed in an electricity energy organization, in order to measure the perceptions of the level of maturity in its management of portfolios, programs and projects. The research, based on quantitative methodology, used the model P3M3® maturity assessment, through a questionnaire with the project managers and analysts to assess the level of maturity where your business is located, as well as develop a critical analysis of the maturity of portfolio management, programs and projects, and the perspectives evaluated by the model. It has been found that the maturity level of the organization of 2.87, according to the model P3M3®. It has been observed differences in results relative to the dimensions of the model when faced the perspectives of projects, programs and portfolios among themselves. It was found also that the model does not allow accurate identification of the current maturity level of the organization, but an average that result from different stages of the organization relative to the discipline of projects.