Abstract This study utilizes the Capability Maturity Model Integration (CMMI), a proven framework for evaluating and improving the effectiveness of processes, to identify and analyze gaps, in the context of Well Engineering Management System (WEMS). WEMS is essential for overseeing well construction projects, providing a structured approach to manage all phases of well construction from design to completion. The research aims to enhance the operational efficiency and effectiveness of WEMS in such projects by pinpointing critical improvement areas and proposing actionable interventions. The study's findings will be pivotal in refining WEMS processes, ultimately ensuring more reliable and optimized well construction operations. The study employs a quantitative approach using CMMI-based questionnaires with convenience sampling to assess the maturity levels of various WEMS processes. This is supplemented by qualitative data gathered through interviews and focus groups with project managers and engineers, to gain deeper insights into the specific challenges and inefficiencies identified in the initial survey. The study assessed WEMS processes at various maturity levels, applying these assessments to well construction projects where complete cycle engineering was conducted. The selected projects were either in the execution phase or had been completed within the last five years, notably during the period marked by global disruptions from 2020 to 2022. This timeframe was chosen because the unique challenges posed by these disruptions, such as supply chain issues, regulatory changes, and remote work dynamics, provide a valuable context for evaluating the adaptability and resilience of the WEMS processes. Understanding how these systems managed under significant and unexpected stress tests the robustness of the process designs and their capability to maintain operational integrity under duress, thereby adding critical insights into the maturity evaluation. The study revealed notable variability in the elements of the maturity levels of WEMS processes, emphasizing the impacts on standardization, decision-making, performance monitoring, and flexibility during the global disruptions. The high business process maturity score for WEMS was associated with more structured, performance-focused way of working and decision-making frameworks that proved effective under stress, illustrating the critical role of mature processes in managing unexpected challenges. Additionally, the integration of digital tools to track disruption events, availability of dashboards, significantly enhanced collaboration, with a shift towards cloud-based platforms facilitating remote management and real-time data sharing across well engineering projects. This digital adaptation enabled seamless communication and operational continuity, even when traditional workflows were disrupted. These findings underline the enhanced resilience and operational efficiency provided by WEMS maturity, supported by advanced digital tools in adapting to external shocks and maintaining project continuity. The novelty of this research lies in its application of CMMI, a model traditionally used in software and systems engineering, to the domain of well engineering management in the well construction projects. This adaptation introduces a novel perspective to achieving process maturity in the oil and gas industry and paves the way for subsequent investigations into the integration of various maturity models within industry-specific management systems. This research bridges a methodological gap and sets a precedent for future methodological adaptations in similar industry settings.