Bulletin of Semashko National Research Institute of Public HealthBulletin of Semashko National Research Institute of Public Health2415-84102415-8429FSSBI «N.A. Semashko National Research Institute of Public Health»275710.25742/NRIPH.2024.02.017Обзорная статьяUsing a matrix for assessing organizational maturity levels to determine an indicator of its effectivenessAkhokhovaAzis V.Aza_stih@mail.ruhttps://orcid.org/0000-0003-2370-9701TkhabisimovaIrina K.tkhabisim@mail.ruhttps://orcid.org/0000-0003-4065-989XPiyakartovaZarina M.piakartovazarina@gmail.comhttps://orcid.org/0009-0005-5357-4520NazranovBeslan M.nazranov1@mail.ruhttps://orcid.org/0009-0004-4103-5215TkhabisimovaAngela B.anzhik181@gmail.comhttps://orcid.org/0009-0003-2374-853XFederal State Budgetary Educational Institution of Higher Education “Kabardino-Balkarian State University named after H.M.Berbekov» Ministry of Education and Science of RussiaLimited liability company Firm «SEM»04062024210110729042025Copyright © 2025,2025<p>Introduction. The lack of universal methodological approaches to assessing the level of maturity of medical organizations that are poorly adapted to project activities in modern conditions is a relevant subject of discussion in this article.<br />The purpose of the research question was to determine, using the Matrix, the level of organizational maturity of project management by a medical organization associated with the project management system to determine a strategy for proactive development.<br />Materials and methods. Data from medical organizations implementing regional projects were analyzed. The information base for the study was federal and regional regulatory legal acts published in the legislative reference and legal systems of the Russian Federation, and electronic resources.<br />Results. Each medical organization implementing projects has its own internal resources, which determines further tactics and the chosen strategy to achieve its goals. The defining components of a project management system, on the one hand, are: the organizational structure, the level of competence of employees, the technologies used and the formalization of processes. On the other hand, the elements of organizational maturity are best design practices, their assessment with the possibility of integration, prospects for improvement with subsequent analysis of the results.<br />The Matrix for assessing the organizational maturity of the project management model proposed by the author serves as a kind of catalyst that determines the adaptability of a medical organization to the implementation of projects in the present for the long-term prediction of results in the future.<br />The current assessment of the level of maturity of project management will allow a medical organization to make a transition to a new level of development, respond more dynamically to changes in the external environment, and also effectively use its own internal reserves, and therefore be competitive.<br />Conclusions. The leading role in the proactive development of a medical organization is played by the level of project organizational maturity of project management (current and target), which is a tool for determining the actual state of project activities to create conditions for improving the quality of management in the future.</p>medical organizationlevel of organizational maturity of project managementcomponents of the project management systemelements of organizational maturityмедицинская организацияуровень организационной зрелости управления проектамикомпоненты системы управления проектамиэлементы организационной зрелости[Ilyina O.N. Estimation of project management maturity level in the organization. Russian entrepreneurship. [Rossiyskoe predprinimatelstvo], 2008;(11):26—30 (in Russian).][Garan'shina V.I. Assessment of the level of maturity of project management in an organization. Economics, management and law in modern conditions: Interuniversity collection of articles. 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