This paper extends the concept of organizational project management maturity to the national context. Based on a review of the extant literature and a thorough analysis of existing organizational maturity models, it develops a systematic framework of national project management maturity and the national project management maturity model (NPM3), by defining maturity levels, identifying key maturity perspectives and drivers, and discussing key performance indicators that may be used to assess and compare national project management maturity. Practical implications, limitations, and the need for further research are discussed.

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This conceptual paper examines the rationale for strategic planning in business schools and outlines an applied strategy development and controlling process that has been in use at a major Swiss business school for several years, contributing to a signi cant strengthening of the school's strategic position. It explains the strategy hierarchy and the strategy planning cycle, describes how to conduct a consistent strategic situation analysis, and details how to develop and manage a coherent strategy at all levels (normative, strategic, tactical, and operational), including type, nature, and structure of the corresponding documents.

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