Abstract—The Project Management Maturity Model (PMMM) is a framework that helps organizations assess their project management capabilities and identify areas for improvement, based on the idea that project management processes and practices can be developed and improved over time. Organizations can move through different maturity levels as they develop their project management capabilities. This work aims to provide a comparative analysis of project management maturity considering IT companies from Macau and Hengqin, to understand the importance IT project managers, identify weaknesses, and provide suggestions to improve the management skills in organizations from these two areas. A survey is conducted among 34 Project Managers from both areas, with technical and demographic questions. A share of 80% and 62% of participants identified low maturity level in Macau and Hengin, respectively. Notably, 23% of Hengqin participants selected the highest maturity level, and no one selected this level in Macau. The ten management areas are also assessed. As output, a series of recommendations are proposed to the IT project managers from Macau and Hengqin to elevate the local maturity level on both areas. Firstly, the project managers working in Macau should consider creating and documenting basic processes related with scheduling; analyze possible constraints related to resource management; clearly outline roles and responsibilities; establish standard communication processes with stakeholders. Finally, project managers working in Hengqin should increase efforts to maintain the higher maturity level of cost and resource management; increase communication management processes, and engage management staff involved in changes that impact the triple constraints.