Companies are currently facing substantial challenges with regard to Industry 4.0. Consequently, increasing complexity on all firm levels creates uncertainty about organizational and technological capabilities and adequate strategies to develop projects. In order to adapt to this environment, companies are moving from operations-centered business to project-driven business. This change requires evolution in project management. Researchers and practitioners have created maturity models to evaluate and improve project's organizations, but they did not specify any methodology to adapted models face to this technological transformation. Hence, this paper proposes an approach to understand the principles of classic project management maturity models (P3M). Then to answer how it is possible to create a new structure applicable in the emerging framework of Industry 4.0 agile projects. Given that technology is changing fast, it is hard to predict how business and project management will be structured in the next years. Instead, this research wants to know what it is not going to change. This is the reason why this work advocates reasoning from invariant principles of project management to propose the new evaluation framework. Finally, this research defines its limitations and future directions.