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, Enfin, si la maturité des PMP explique une partie d'une performance opérationnelle donnée, à savoir l'absence de risque de surcoût, d'autres facteurs y contribuent dans des proportions sans doute non-négligeables, par exemple les capacités de l'entreprise en matière d'ingénierie, la qualité des partenaires ou des clients, etc. Méthode suivie Pour mener à bien notre travail de recherche

, 2. la modélisation descriptive, à l'aide de modèles conceptuels

, la collecte de données de Sopra Steria relatives à des missions d'audit passées

, des entrevues avec des consultants

, Le deuxième chapitre présente un PMMM répondant à trois critères : concision, cohérence conceptuelle et facilité d'utilisation par les auditeurs. Le modèle que nous proposons comporte un élément clé appelé invariant, c'est-àdire une caractéristique transversale aux différents types de méthodes de management de projet. Notre proposition simplifie les modèles actuels tout en permettant d'intégrer les 70 meilleures pratiques qui ont été identifiées dans la littérature, Contribution 1 : un PMMM fondé sur les invariants, 2001.

. Fortune, Besner et Hobbs, 2011.

W. Fernandes and . Araújo, Contribution 2 : un PMMM accompagnant l'agilification. Le chapitre 3 compare les principes du MPT et du MPA. Or, moyennant adaptation, il est possible d'adapter notre PMMM élaboré à partir du MPT au MPA. Enfin, notre modèle permet de suivre l'agilification ; une étude de cas concernant le processus d'ordonnancement de projet prouvant cette proposition. Contribution 3 : des modèles causaux d'IA adaptés au management de projet. Partant de notre PMMM à base d'invariants, il nous a fallu expliciter la relation causale entre maturité de processus et performances opérationnelles des projets. Avant de développer un modèle spécifique, nous avons comparé des techniques d'IA candidates à la modélisation envisagée : les réseaux neuronaux artificiels, Fortune et White, 1988.