An Assessment of Software Project Management Maturity in Mauritius

Abstract

It is sometimes very difficult for an organization to adopt a specific software project management methodology in a short space of time. It requires sufficient time, adequate financial support and skilled human resources in order to start with a comprehensive methodology. It is, however, often more appropriate to use a maturity model so as to progress from one maturity level to the next.Assessment of the maturity level of an organization provides a good benchmark to rate the success of its operations. One such exercise was carried out in South Africa in 2003, and the overall average project management maturity was found to be 2.92 (Sonnekus & Labuschagne, 2004) on a scale of 1 to 5. The maturity level was found to be closely linked to the success rate of projects. In this paper we report on a similar exercise conducted in Mauritius regarding the maturity level of software development projects. The average maturity of software development companies in Mauritius can provide a useful indication of, among others, the current status of software project management with a view of bringing about improvement in this sector.Given that Mauritian software development companies are making use of European/Western software project management methodologies, this study has been carried out and a preliminary attempt was made to also assess their ability to deal with factors related to cultural, social, economic and political situation within the local context. These factors, when incorporated into existing project management methodologies, can bridge the gap between developing and developed countries and also contribute towards the globalization of software project management.

Research on the Needs of Methodological Support in Project Management

“…D 1is observation corresponds with the analysis of the project maturity of an or ganization concerning the above mentioned areas of knowledge. Both international and Polish research show that risk management is an area in which the irnplemented methods are of a very low maturity level[15],[5].An explanation of the obtained findings can be the fact that solutions from these domains are still relatively new and not known in Polish organizations as a result of their insufficient popularization. The findings demonstrate a poor level of awareness of Polish project managers concerning the role of risk and quality management in projects, relatively poor lrn owledge of different methods, and, consequently, show a great need of making a bigger effort in order to sensitize project managers to these questions and provide tools adapted to the current project maturity level.…”

A Survey of Project Management Maturity for Construction Contractors in Egypt: The Current Status

“…Theses assessment methodologies provide overview and helpful information on the state of project management practices within the country. Examples of these countries are South Africa [12], Switzerland [13], Mauritius [11] [9], Ethiopia [15], Portugal [20], Kazakhstan [2] etc. A similar survey was carried out in Egypt and included in the Expert Judgement survey to determine the maturity level of the Egyptian construction contractors.…”

Defining and Formalising Project Management Models and Processes

“…Maturity level is able to give the reliability of organisation in a particular area [71][72][73][74][75][76][77][78][79][80]. There are a number of maturity and capability levels for project management such as (PM) 2 , OPM3, CMMI, IEEE, etc.…”