Amid the major transformations taking place within the Kingdom of Saudi Arabia as part of Vision 2030, government institutions continue to solidify their role as leading models in institutional modernization, operational efficiency, and the adoption of global best practices. Among these institutions, the Zakat, Tax and Customs Authority stands out as a distinguished example of sustainable development and governance.
The Zakat, Tax and Customs Authority’s decision to adopt the P3M3 model was not merely a technical choice but a reflection of a strategic vision aimed at enhancing the integration between projects, programs, and portfolios, and raising the level of organizational maturity in alignment with international standards. The partnership with Synexcell marked a pivotal step in The Zakat, Tax and Customs Authority’s journey, enabling The Zakat, Tax and Customs Authority to restructure its administrative framework and activate a performance- and results-driven organizational culture.
The P3M3 (Portfolio, Programme and Project Management Maturity Model), developed by AXELOS in the United Kingdom, is a globally recognized framework used to assess organizational maturity in managing projects, programs, and portfolios as The Zakat, Tax and Customs Authority. The model consists of five maturity levels that range from ad-hoc practices to continuous improvement, and evaluates seven key perspectives:
The P3M3 model is distinguished by its holistic view, assessing not only project tools but the institutional structure as a whole. It has enabled many organizations globally, including the Zakat, Tax and Customs Authority, to diagnose weaknesses in their internal structures and develop gradual improvement plans based on global standards and best practices.
According to credible sources such as KnowledgeTrain, the P3M3 model is not just a technical framework for measuring performance, but a comprehensive approach to reshaping organizational culture and embedding governance and institutional effectiveness.
In this context, Synexcell played a pivotal role in facilitating the application of the P3M3 model within the Zakat, Tax and Customs Authority, helping the Zakat, Tax and Customs Authority tailor the model to its operational environment and enabling it to achieve tangible and sustainable impacts in governance and strategic alignment.
Before applying the P3M3 model, the Zakat, Tax and Customs Authority faced challenges such as weak alignment between projects and strategy, limited coordination among units, and lack of standard performance evaluation tools. Initial assessments showed varying PMO maturity levels and no unified success indicators.
During its evaluations, the Zakat, Tax and Customs Authority identified these gaps directly, as confirmed by independent studies like the Business Beam report, which showed that the absence of a maturity model leads to poor stakeholder communication, inaccurate risk assessment, and unachieved benefits.
This made adopting the P3M3 model a strategic necessity, not a secondary option, which aimed at rebuilding capabilities and ensuring the Zakat, Tax and Customs Authority becomes a mature organization aligned with global practices. The key challenge was aligning the model with the Zakat, Tax and Customs Authority’s internal frameworks.
The Zakat, Tax and Customs Authority followed a gradual roadmap aligned with the five maturity levels of the P3M3 model:
Throughout these phases, the Zakat, Tax and Customs Authority encountered challenges related to shifting internal culture and enhancing leadership competencies.
According to WhatisPRINCE2.net, institutions that reach optimal maturity levels, such as the Zakat, Tax and Customs Authority, leverage predictive analytics and accurate historical data to make better strategic decisions and continuously improve execution patterns.
One key outcome of applying the P3M3 model at the Zakat, Tax and Customs Authority was building a solid governance system based on evidence and analysis. It improved real-time performance tracking, strategic decision-making, and stakeholder communication, leading to higher internal satisfaction and faster implementation of initiatives.
Reports such as AXELOS 2022 Report indicate that institutions applying the P3M3 model achieve better results in risk control, resource allocation, and stakeholder engagement compared to less mature organizations.
In similar international cases, data from certified partner IQANZ showed that improving maturity by one level under the P3M3 model can reduce costs by 10–20% and minimize benefit gaps by up to 15%. This supports the Zakat, Tax and Customs Authority’s expectations regarding efficiency gains and reduced waste.
The Authority’s experience aligns with these cases, not only in outcomes but also in designing a tailored model based on national needs, making it replicable across similar institutions in the Gulf region.
Implementing the P3M3 model within the Zakat, Tax and Customs Authority was not merely an administrative update but a step toward fostering a new organizational mindset that views projects as strategic tools rather than just operational activities.
New institutional practices emerged, such as predictive analytics, operational modeling, and aligning projects with national indicators, all of which reflect a mature organizational evolution.
The Zakat, Tax and Customs Authority understands that achieving institutional maturity is just the beginning of a continuous development journey. It established a regular mechanism to review performance under the P3M3 model and update its institutional roadmap every two years.
The governance system is also linked to an interactive digital platform that provides real-time reports to senior leadership, enhancing risk forecasting and quick priority adjustments.
What the Zakat, Tax and Customs Authority has achieved through the implementation of the P3M3 model is not merely an operational improvement, but a qualitative shift in how public institutions are managed. It represents one of the leading reference models in the Gulf region.
These efforts have directly contributed to increased organizational maturity indicators, higher stakeholder satisfaction rates, and accelerated execution of initiatives aligned with the Kingdom of Saudi Arabia’s Vision 2030.
The partnership established between the Zakat, Tax and Customs Authority and Synexcell stands as one of the foundational pillars in the Authority’s institutional transformation journey through the P3M3 model. Synexcell played a strategic role that went beyond conventional consulting, offering an integrated methodology that encompassed planning, execution, and enablement—tailored specifically to the Authority’s context and institutional environment.
Synexcell supported The Zakat, Tax and Customs Authority in developing an organizational maturity roadmap built on four main pillars:
Through this partnership, the Zakat, Tax and Customs Authority not only met P3M3 standards but also ensured the model would become a lasting component of the Zakat, Tax and Customs Authority’s organizational framework.
If your institution seeks to elevate its level of institutional maturity, now is the time to contact Synexcell and turn your strategic plans into sustainable, measurable results.
Also read: Institutional Structure: The Foundation of Institutional Success
The experience of the Zakat, Tax and Customs Authority in adopting the P3M3 model has proven that organizational maturity is not an administrative luxury but an operational necessity to ensure active continuity in a rapidly changing environment. Through its partnership with Synexcell, the Authority succeeded in transforming challenges into opportunities and vision into tangible practice.
This experience stands as a practical model for institutions aiming to build capabilities based on sustainability, transparency, and discipline, guided by global standards adapted to local needs.
