Maturity and its impact on new product development project performance

Kevin Dooley, Anand Subra, John Anderson

Research output: Contribution to journalArticlepeer-review

107 Scopus citations


The Software Engineering Institute's Capability Maturity Model (CMM) has popularized the concept of process maturity. Software organizations use the CMM to assess their current capabilities and plan for further improvements. The purpose of this paper is to generalize the concept of maturity beyond the software engineering domain and determine the impact of maturity on project performance is new product development. In this paper we define the construct of maturity as the degree to which a process is defined, managed, measured, and continuously improved. We employ survey methodology to operationalize the construct, and a sample of 39 new product development programs is used to test the proposition that increased maturity leads to better project results, as measured by project cost and timeliness. We also test a number of environmental factors as moderators of this relationship. Results confirm a positive relationship between maturity and project success.

Original languageEnglish (US)
Pages (from-to)23-29
Number of pages7
JournalResearch in Engineering Design - Theory, Applications, and Concurrent Engineering
Issue number1
StatePublished - 2001

Bibliographical note

Funding Information:
Η. Anderson Department of Operations Management, University of Minnesota This research was supported by the National Science Foundation (NSF 9529921), Honeywell, and 3M Corporation. Thanks are due also to the anonymous reviewers who have made valuable suggestions for improvement.


  • CMM
  • Continuous improvement
  • Metrics
  • Quality
  • Structured process


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