





































 

THE LEVEL OF ROMANIAN COMPANIES TO THE PROJECT 
MANAGEMENT MATURITY MODEL (P3M) 

BELATRECHE MANSOUR 
PHD CANDIDATE 

FACULTY OF ECONOMICS 
ABDELHAMID IBN BADIS UNIVERSITY, MOSTAGANEM. ALGERIA 

PHONE: +213 550 144 017 
EMAIL : MANSOUR.BELATRECHE@UNIV-MOSTA.DZ 

 

BENHARRAT HAYET 
PROFESSOR 

FACULTY OF ECONOMICS 
ABDELHAMID IBN BADIS UNIVERSITY, MOSTAGANEM, ALGERIA 

PHONE : +213 667291114 
EMAIL: HAYAT.BENHARRAT@UNIV-MOSTA.DZ 

 
RAZVAN NISTOR, 

PROFESSOR 
BABEŞ-BOLYAI UNIVERSITY, CLUJ NAPPOCA, 

PHONE :40 264 418 652 
EMAIL: RAZVAN.NISTOR@ECON.UBBCLUJ.RO 

 
 

Abstract.  
Nothing accommodates to the human life to accomplish and plan. Since the dawn of 

history, project has represented all the fascinated building, industries and infrastructures in 
the world. 
For this, in recent years, project management has shown great vitality in the field of 
management over the world due to its flexibility and feasibility. 

The current development of project management takes place in various professional and 
academic contexts and diversified through the multitude of interventions of professionals 
and researchers. 
The degree or extent of capability or competency regarding project management is referred 
to as "maturity. 

Due to the importance of the project management nowadays, this paper is meant to reveal 
these initiatives in this field, the different models, methods, techniques and tools used for 
this, and what is the Romanian organization's capability or competency in managing 
projects? 

Keywords:Project management, models, techniques, tools and methods, project 
management maturity model. 

 
1. Introduction 

The race towards the development of the concept project management was clear and 
blatant. Depending on the years of the evolution of this concept, there has been an 

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mailto:Mansour.belatreche@univ-mosta.dz
mailto:hayat.benharrat@univ-mosta.dz
mailto:razvan.nistor@econ.ubbcluj.ro


intervention by several categories of people: professionals, academic researchers, computer 
scientists, sociologists, leaders and mathematicians who have contributed to this  
paradigm richness and diversity on different plans: knowledge, practice and perspectives.  

Over the past 20 years there has been an improvement in the quality and rigour of project 
management research. In the 1970s research in project management was dominated by 
practitioners, who set the research agenda and style. Then in the 1980s, it was dominated by 
the professional associations, all of whom wanted to develop their bodies of knowledge as 
the basis of their certification programs. The result of this study (Turner et al., 2011) was 
that research in project management was very practitioner oriented. However, over the past 
20 years, there has been a substantial improvement in the quality and rigour of research in 
project management, particularly: a) it is based on recent theory development; b) it 
contributes to a wider range of other disciplines; and c) it is appreciated outside the field; d) 
it contains a wider range of available methods for the successful delivery of projects. 
2. Literature review 
2.1. Project management paradigm 

So if the project management's field is to progress, explicit understanding of the 
theoretical basis of project management is necessary, as it provides the opportunity to 
understand the assumptions, which underpin practice, to question their appropriateness, 
and then consciously choose an alternative, when it is appropriate to do so. In an 
article(Pollack, 2007), the author highlights the relationship between the notion of paradigm 
and PM, which he concluded that the range of theoretical frameworks being applied in PM 
research and practice appears to be expanding, and the field shows a significant level of 
plurality. 

Increasing diversity of theoretical frameworks in the field of Information Systems has 
been heralded as a healthy sign for research progress and a sign of maturation of a 
discipline. 

An increase in theoretical diversity can be taken as a health sign for the field of PM as well. 
Specially, a strong emphasis on the hard paradigm can also be seen in how the tools and 
techniques commonly associated with PM have developed. 

In fact(Kerzner, 2009), the PM approach is relatively modern. It is characterized by 
methods of restructuring management and adapting special management techniques, with 
the purpose of obtaining better control and use of existing resources. 
2.2. Project management model 

Several project management models have developed over the years. 
The majority of these epistemological postures are positivism since guidelines, tools, 

techniques and sometimes skills are established at a general level to be applied in specific 
projects. 

The discipline of project management has its concepts, but their implementations vary 
from one model to another. 
If in theory there is a diversity of models and visions in the discipline of project management, 
it must be recognized that in practice all these conceptual differences overlap. 

PMBok(Smyth and Morris, no date) Guide is the formal model of project management for 
a very great many people and enterprises. It is the most simplistic, with a primary focus upon 
task execution and fails to refer to the management of frontend issues, exogenous factors, 
strategy or human factors.  
PMBOK is epistemologically closely associated with positivism, seeking general explanations 
and solutions for practice, tending to disregard context.  

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The IPMA Competency Baseline and APM Body of Knowledge reflect the functionalist 
framework.  

The Japanese BOK is more eclectic, not quite reflecting any of these paradigms.  For ISO 
21500(Stellingwerf and Zandhuis, 2013), it is referred to as an informative standard; a 
guideline that can be defined as a basic conceptual structure to allow homogeneous 
handling of different business processes grouped together and increases management 
discipline. Being a basic reference ISO 21500 is a guideline rather than a method or 
methodology.  
2.3. Project management tools and techniques 

A strong emphasis(Pollack, 2007) on the hard paradigm can also be seen in how the tools 
and techniques commonly associated with PM have developed. PM tools and techniques are 
predominantly quantitative. For instance, Söderlund identifies ‘‘... that ‘traditional’ project 
management research is classifiable either as one of ‘optimization’ or as ‘critical success 
factor’ research ...’’ where the former primarily involves reductionist breakdown techniques, 
and the latter favors quantitative analysis of large surveys. 

Moreover, as the project(Lock, 2016) means doing something new, possibly even 
something risky or adventurous, which in the business world this usually means creating 
something that someone else wants and is prepared to pay for. Most projects have targets, 
which means they have to be built right, within a cost budget, and finished by a certain date. 
In this case, Project management is simply making sure that all these targets are met, with 
appropriate tools and quantitative techniques.  

Project management tools and techniques have been practiced since early civilization. 
However, it was not until the 1950s that organizations started to apply project 

management tools and techniques to complex engineering projects systematically. 
Great many research has been provided on project management tools and techniques, 

however, the vast majority of which focuses on particular project management tools or 
specific project management practice. One of these studies(Besner and Hobbs, 2008) tended 
to identify general use and usefulness of project management practices. The paper was 
based on a large-scale survey of 750 experienced project management practitioners. A part 
of the questionnaire was composed of a series of questions designed to investigate the 70 
tools and techniques drawn from the PMBok (2004) guide and completed with definitions by 
the authors.  

But between 2004 and 2012, many improvements have been made. For PMBok 
(2012)(Project Management Institute, 2013), other tools were added and others improved 
or modified, which made the PMI enriched this fifth edition through the criticisms of 
researchers and the experience of professionals. 
2.4. Project management maturity model 

The project management methodology(Nicholas and Steyn, 2008) provides a framework 
and set of structured tasks, tools, and techniques to conceive, define, plan, schedule, 
budget, track, control, and close out projects. It is the means by which all projects in an 
organization are managed and performed in a standardized, disciplined, and systematic 
manner, using recognized best practices. 

The degree or extent of capability or competency regarding project management is 
referred to as “maturity”. The Oxford Advanced Learner’s Dictionary(Pretorius, Steyn and 
Jordaan, 2012) defines ‘maturity’ as “the state of being fully grown or developed”. When this 
concept is applied to a project, it could imply a situation where an organisation has 

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standards and procedures in place that would assist it in reaching its objectives. An 
organisation is mature when it is in a position to deal perfectly with its projects. 

The concept(Cooke-Davies and Arzymanow, 2003) of process maturity was born in the 
TotalQuality Management movement, where the applicationof statistical process control 
techniques showed that improving the maturity of any technical process leads to two things: 
a reduction in the variability inherent inthe process, and an improvement in the mean 
performance of the process. 

Project management maturity(Nicholas and Steyn, 2008) refers to an organization’s 
capability or competency in managing projects, and includes the extent to which it employs 
a methodology and formalized methods for project planning and control, multi-project 
integration, and continuous improvement. Maturity can be formally measured and assessed 
using maturity models; a high rating on these models indicates that an organization has 
achieved a high level of standardization in its project management practices and processes. 

Because of many different maturitymodels, one research(Simangunsong and Da Silva, 
2013) is focused onfour models for general industry andcommonly used: a)Capability 
Maturity Model (CMM)  developed by Carnegie Mellon University and the Software 
Engineering Institute in 1993; b)PM Solutions Project Management Maturity Model (PMMM) 
adapted from the CMM and the nine knowledge areas of PMI; c)Project Management 
Process Maturity  (PM) Model developed by Kwak and Ibbs in 2002; d)Project Management 
Maturity Model (ProMMM) proposed by PMProfesional Solutions Limited. And also the 
Organizational Project Management Maturity Model (OPM3)(Institute, 2013) developed in 
1998 and proposed by the Project Management Institute (PMI).Having achieved a high rating 
according to a standard maturity model, a company can potentially use that rating to its 
advantage. 

Any model selected(Crawford, 2014) to measure project management maturity must point 
out a logical path for progressive development. In effect, a good model for the measurement 
of project management maturity creates a strategic plan for moving project management 
forward in an organization. In this case, the results of the qualitative content 
analysis(Albrecht and Spang, 2016) made the differences between some project 
management maturity models based on multiple criteria. 
3. Empirical research 

In the context of the development of Romania and the diversity of projects undertaken in 
different sectors, awareness of the concept of project management is essential for 
maintaining this progress trajectory effectively and efficiently because it is the only tool for 
organizing projects in a rapidly expanding country. 

Today, Romania is in full structural development and economic effervescence in view of 
the regional operational program POR funded by the European funding-based projects, 
which encompasses several projects in different economic and social sectors. Given its 
importance for this country, this paper try to highlight the concept of project management 
maturity during this decade 2007-2017. Completion is crucial and essential for the growth of 
organizations and their future reputation. 

The purpose of POR(Nistor and Zăgan-Zelter, 2012) is to support a balanced growth of all 
country areas through ensuring that all areas have a minimum level of business, social and 
human capital infrastructure, which would allow for economic growth. 

The evolution of projects within the framework of the POR program is schematized along 
different axes and regions. This chronology of the different stages of projects, submitted, 

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approved or rejected, contracted to finalized, was established according to information 
reported by Romanian institutions.

POR implementation development projects are shown in graph 1. They reflect the 
cumulative years of ROP implementation steps (for example, the number of projects 
approved in 2016 phase includes the number of projects approved during of previous years). 
During this implementation, the graph reflects the passage of projects from the submission 
stage to the rejection stage or the contract commitment.

It is noted that the cumulative number of projects contracted increases from 1090 to 4560 
projects. Graph 2 illustrates the evolution of the success rate in the commitment of the 
submitted projects, which reach
projects. What is important is that, between 2013 and 2015, the success rate was greater 
than the rejection rate. 

For more details, graph 3 reflects this analysis in a given period (31.03.2016) accordin
the regions. There is a difference between the cumulative number of projects submitted, 
rejected and contracted in each region where the highest cumulative projects are south of 
762.  
For success and rejection rates, graph 4 illustrates the success ra
same southern region. 

It is clear that implementation capacities were strengthened and the monitoring skills were 
developed at all levels due to the fact that the actors involved had to carefully follow the 
implementation of projects / programs. 
Thus, the multi-annual programming
Programme facilitated an efficient planning and correlation of the activities regarding the 
launching, contracting and project implementation, as well as an efficient planning of 
resources, being a useful exercise for the management of

Graph 1:

Source : 
 

0

2000

4000

6000

8000

10000

2352
2884

7557

approved or rejected, contracted to finalized, was established according to information 
reported by Romanian institutions. 

POR implementation development projects are shown in graph 1. They reflect the 
ROP implementation steps (for example, the number of projects 

approved in 2016 phase includes the number of projects approved during of previous years). 
During this implementation, the graph reflects the passage of projects from the submission 

e rejection stage or the contract commitment. 
It is noted that the cumulative number of projects contracted increases from 1090 to 4560 

projects. Graph 2 illustrates the evolution of the success rate in the commitment of the 
submitted projects, which reached 45.65%, and the rate of rejection of the submitted 
projects. What is important is that, between 2013 and 2015, the success rate was greater 

For more details, graph 3 reflects this analysis in a given period (31.03.2016) accordin
the regions. There is a difference between the cumulative number of projects submitted, 
rejected and contracted in each region where the highest cumulative projects are south of 

For success and rejection rates, graph 4 illustrates the success rate, which is 53.7% in the 

It is clear that implementation capacities were strengthened and the monitoring skills were 
developed at all levels due to the fact that the actors involved had to carefully follow the 

cts / programs.  
annual programming(‘ROP Final Version.pdf’, no date) Phare ESC 2004

Programme facilitated an efficient planning and correlation of the activities regarding the 
launching, contracting and project implementation, as well as an efficient planning of 
resources, being a useful exercise for the management of the Structural Funds.

 
Graph 1: POR implementation stage per date

: www.inforegio.ro(AdminHolisun, no date) 

 

2884 3183
3669

4470 4612

7979 8187 8474

9990 9990

contracted rejected

approved or rejected, contracted to finalized, was established according to information 

POR implementation development projects are shown in graph 1. They reflect the 
ROP implementation steps (for example, the number of projects 

approved in 2016 phase includes the number of projects approved during of previous years). 
During this implementation, the graph reflects the passage of projects from the submission 

It is noted that the cumulative number of projects contracted increases from 1090 to 4560 
projects. Graph 2 illustrates the evolution of the success rate in the commitment of the 

ed 45.65%, and the rate of rejection of the submitted 
projects. What is important is that, between 2013 and 2015, the success rate was greater 

For more details, graph 3 reflects this analysis in a given period (31.03.2016) according to 
the regions. There is a difference between the cumulative number of projects submitted, 
rejected and contracted in each region where the highest cumulative projects are south of 

te, which is 53.7% in the 

It is clear that implementation capacities were strengthened and the monitoring skills were 
developed at all levels due to the fact that the actors involved had to carefully follow the 

Phare ESC 2004-2006 
Programme facilitated an efficient planning and correlation of the activities regarding the 
launching, contracting and project implementation, as well as an efficient planning of 

the Structural Funds.

 
rejected submitted

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http://www.inforegio.ro/


 

Graph 2:

Source: Authors
 

The beneficiaries learned to identify non
projects, being aware of the availability of important amounts, contributing thus to the 
overall social and economic development.

For graph 5, it represents the cumulative p
program by adding the most important phase, which is the finalization of projects until 
31.05.2015. The cumulative finalized 

projects indicate an increase in the realization of the contracted projects. There are
projects finalized in the business climate, which is a very essential factor to ensure a security 
for the commitment of the organizations in the realization of this POR development project. 
It is noteworthy that the 76 projects submitted were contrac
them were finalized, which is a high rate of 70%.

For more details, graph 6 shows the evolution of the rate of finalization of the projects 
contracted from the different priority axes from 2012 to 2015. It is noted that the r
finalization of the projects of the business climate axis rose from 31.39 To 80.86%. For the 
AT axis, projects contracted in 2012 were finalized at a rate of 94.54% in 2013 only, which 
means that the methods of selecting stakeholders are effective; 
the appropriate tools and techniques for the management of these projects.
 

0

5

10

15

20

25

30

35

40

45

50

2 0 1 1 2 0 1 2

 
 
 
 
 
 
 
 

 
Graph 2: Evolution of success and rejection rate 

Authors bywww.inforegio.ro(AdminHolisun, no date)

beneficiaries learned to identify non-reimbursable financing sources and to design 
projects, being aware of the availability of important amounts, contributing thus to the 
overall social and economic development. 

For graph 5, it represents the cumulative projects of the six priority axes of the POR 
program by adding the most important phase, which is the finalization of projects until 

ive finalized  
an increase in the realization of the contracted projects. There are

projects finalized in the business climate, which is a very essential factor to ensure a security 
for the commitment of the organizations in the realization of this POR development project. 
It is noteworthy that the 76 projects submitted were contracted from the AT axis and 53 of 
them were finalized, which is a high rate of 70%. 

For more details, graph 6 shows the evolution of the rate of finalization of the projects 
contracted from the different priority axes from 2012 to 2015. It is noted that the r
finalization of the projects of the business climate axis rose from 31.39 To 80.86%. For the 
AT axis, projects contracted in 2012 were finalized at a rate of 94.54% in 2013 only, which 
means that the methods of selecting stakeholders are effective; and the stakeholders have 
the appropriate tools and techniques for the management of these projects.

2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5

Success rate Rejection rate

 
(AdminHolisun, no date) 

reimbursable financing sources and to design 
projects, being aware of the availability of important amounts, contributing thus to the 

rojects of the six priority axes of the POR 
program by adding the most important phase, which is the finalization of projects until 

an increase in the realization of the contracted projects. There are 1812 
projects finalized in the business climate, which is a very essential factor to ensure a security 
for the commitment of the organizations in the realization of this POR development project. 

ted from the AT axis and 53 of 

For more details, graph 6 shows the evolution of the rate of finalization of the projects 
contracted from the different priority axes from 2012 to 2015. It is noted that the rate of 
finalization of the projects of the business climate axis rose from 31.39 To 80.86%. For the 
AT axis, projects contracted in 2012 were finalized at a rate of 94.54% in 2013 only, which 

and the stakeholders have 
the appropriate tools and techniques for the management of these projects. 

2 0 1 6

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http://www.inforegio.ro/


 
 
 
 
 
 
 
 
 

Graph 3:

Graph 4: comparison between success and rejection rate in different regions

0

500

1000

1500

2000

Northeast South 
East

South

722
528

1643

1157

Graph 3:POR implementation stage per region 

Source: www.inforegio.ro 
 
 

comparison between success and rejection rate in different regions

South South 
west

West North 
west

Center Bucuresti 
-ILFOV

479 466 353

819 730

1157
1419

1049
846

1590
1337

contracted rejected submitted

 

comparison between success and rejection rate in different regions 

Bucuresti 
ILFOV

515

1337

949

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http://www.inforegio.ro/


 
 
 
 
 
 

Graph 5:POR implementation stage per priority axis

Graph 6: Evolution of finalization rate of projects contracted from different priority axes

0

10

20

30

40

50

60

0

1000

2000

3000

4000

5000

6000

Urban Transport

675
162

880

Source: Authorswww.inforegio.ro

POR implementation stage per priority axis 

Source: www.inforegio.ro 
 

Evolution of finalization rate of projects contracted from different priority axes

success rate Rejection rate

Transport Social Mediul de 
afaceri

Turism AT

162

891

2241

658

76

329

1676

5693

1412

Finalized Contracted Approved

 

 

 

Evolution of finalization rate of projects contracted from different priority axes 

76

Submitted

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http://www.inforegio.ro/
http://www.inforegio.ro/


 
Source: Authors: www.inforegio.ro 

 
It is also possible to highlight the increase in the cumulative number of projects finalized 
from 2012 to 2015. 

Graph 7 clearly reflects this evolution along the different axes. Certainly in the case of the 
business climate, it is the most dominant axis in creating a favorable and adequate 
environment for investments. For the progress of the social axis, it is noted that it is the 
highest cumulative of the finalized projects, 363 projects. It is a very essential factor for the 
development and the gain of trust of the society. 
It is clear that the implementation of the POR projects in the framework of submission, 
approval, contractual commitment or finalization takes into consideration several 
techniques: 
⁻ The introduction of the evaluation of the technical projects into the evaluation and 

selection stage, performed by independent specialized evaluators;  
⁻ The support to beneficiaries in the implementation on projects through pre-financing 

mechanism; 
⁻ The amendment of the national legislation in constructions – civil engineering;   
⁻ The organization of active training sessions for beneficiaries in order to develop mature 

and viable projects. 
 

 

Graph 7: Evolution of finalization rate along the different priority axes 

0

10

20

30

40

50

60

70

80

90

1 6 . 0 3 . 2 0 1 2 1 5 . 0 5 . 2 0 1 3 2 3 . 1 0 . 2 0 1 4 3 1 . 0 5 . 2 0 1 5

Urban Transport Social Mediul de afaceri Turism AT

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http://www.inforegio.ro/


 
Source: Authorswww.inforegio.ro

 
From all these details, one notices that the notion of project management good practices 

exists, whether it is in public organizations when approving projects or in the implementing 
organizations. For the latter, completion of a project is only a sign of maturity at least at the 
first level, since the selected model contains certain indicators drawn from the 
implementation of the 2004-2006 program (according to the 2007 final study report). 

This is the evolution of the projects of the ROP program 2007-2013. In addition, this is only 
a proof of the experience accumulated in the maturity of project management practice 
whether for public, private or international organizations. 
4. Conclusion 

According to these results, there is a very good indicator of maturity that must be studied 
closely in the organizations that have assumed responsibility for carrying out the projects in 
the framework of the development of Romania. 

This study is only preliminary to further studies because it is noted that much research has 
been concerned with the financial analysis of projects and the absorption rate of the 
European aid fund forgotten the management maturity side of the project. 

Certainly, according to a study carried out in the construction sector(‘RAPORT-SAR-
2016_capitolul-3.pdf’, no date), a number of Top 55 organizations have had the opportunity 
to acquire investments subsidized by the European Union, but a considerable number of 
Romanian organizations have had this Privilege and participated in this development that 
must be studied closely. 

Finally, this study aims to encourage other researchers to focus on this aspect in order to 
highlight the level of maturity of these Romanian organizations and to participate in their 
evolution, which has a crucial impact on the future regional operational program POR 2014-
202 and the full integration of Romania into the European Union. 

At the end, it is important to realize that all these aspects initiated or described in this 
paper should be taken into consideration in order to go efficiently and effectively towards 
evolution, development and integration in contemporary society. 
References  

1812

258

93

363

281

53

0

200

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600

800

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1200

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150

200

250

300

350

400

1 6 . 0 3 . 2 0 1 2 1 5 . 0 5 . 2 0 1 3 2 3 . 1 0 . 2 0 1 4 3 1 . 0 5 . 2 0 1 5

Mediul de afaceri Urban Transport Social Turism AT

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	Abstract.  
	Nothing accommodates to the human life to accomplish and plan. Since the dawn of history, project has represented all the fascinated building, industries and infrastructures in the world. 
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