Application of the Prado-Project Management Maturity Model at a R&D Institution of the Brazilian Federal Government


  • Luiz Aldo Leite Neves Instituto de Aeronáutica e Espaço
  • Luiz Eduardo Nicolini do Patrocínio Nunes UNITAU
  • Valesca Alves Corrêa UNITAU
  • Mirabel Cerqueira Rezende IAE


Maturity in Management, Project Management, Maturity Models, Growth Plan


Government institutions have sought to improve their processes in project management in an effort to elevate their maturity levels using models that clearly identify the weaknesses in the management of their projects. This article aims to show a case study by applying the Project Management Maturity Model (Prado-PMMM), developed by Darci Prado, in a Research and Development (R&D) Institution of the Brazilian Federal Government. The scores show that the maturity level in project management is weak (institutional level equal to 2.47). The main causes for this score are attributed to the lack of knowledge and the unpreparedness of some sectors and project managers. It was also observed that the dimension named Technical Competence presents the highest value (46%), considered a good score. On the other hand, the dimension involving Behavioral Competence presents the lowest value (9%), which, according to the used methodology, is considered weak, indicating that investments must be made to enhance this dimension.






Original Papers