National Project Management Maturity: A Conceptual Framework

Seelhofer, Daniel; Graf, Christian Olivier

doi:10.18267/j.cebr.196

Cited by 11 publications

(4 citation statements)

References 24 publications

(18 reference statements)

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“…This may be due to the fact that the organizations surveyed may not have the requisite resources and thus do not see the need for implementing PMFs. The insignificance of OM in this study corroborates other (Farrokh & Mansur, 2013;Gomes & Romão, 2014;Mettler, 2011;Spruit & Pietzka, 2015) Seelhofer & Graf, 2018 .…”

Section: Omsupporting

confidence: 92%

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Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana

Taana¹,

Raju²

2020

Int. j. bus. adm. stud

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Whether undertaken by a public or private organization, the successful completion of every project is of primary concern. However, literature has confirmed that most project success depends on adhering to good practices and are keenly documented in the Project Management Frameworks (PMFs). The purpose of this study is to explore the factors that affect the implementation of PMFs in Ghana. This is motivated by the dearth of academic literature concerning PMFs and their successful implementation in Ghana. A conceptual framework was developed grounded on the Capability Maturity Model (CMM) and the Critical Success Factors (CSFs) theory to achieve this aim. Four independent variables and the dependent variable were hypothesized to be tested to establish the success factors affecting PMFs implementation. Data were collected from 105 project management consultants, contractors, and other key stakeholders in Ghana and analyzed to establish the relationships between the hypothesized constructs. The findings indicate that Stakeholder Involvement (SI) and Top Management Support (TMS) influence the adoption of PMFs. However, Acceptability and Organizational Maturity (OM) does not influence the adoption of PMFs. Moreover, PMFs does not influence Project Success. This preliminary study has given us insights into the factors to consider when adopting PMFs in Ghana. Practically, key stakeholders should encourage project management consultants and contractors to accept the PMFs, which, when adhered to, will lead to project success which is contrary to what this study found.

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Section: Omsupporting

confidence: 92%

“…It is important noting that many scholars have used OM in their work in other to understand where the organization is and when to introduce or implement something new for the organizational benefit (Farrokh & Mansur, 2013;Gomes & Romão, 2014;Mettler, 2011;Seelhofer & Graf, 2018;Spruit & Pietzka, 2015).…”

Section: Development Of Conceptual Framework/hypothesesmentioning

confidence: 99%

Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana

Taana¹,

Raju²

2020

Int. j. bus. adm. stud

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“…The too-complex model was inefficient for assessment. As Seelhofer and Graf (2018) suggested, this model only addressed tacit but not implicit project management knowledge areas. Moreover, organizations tend to focus on areas relevant to their needs so as to increase their project management capability.…”

Section: The Pmmm Was Inflexible and Too Complex To Applymentioning

confidence: 99%

The Decline of Project Management Maturity Models: A Review Paper

Karim¹,

San²,

Muhammad³

2023

IJARBSS

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Many organizations today utilize projects as a strategic tool to achieve business objectives. As a result, project success becomes critical, making project management a crucial function in an organization. The project success rate globally has not been improving, and project management maturity models (PMMM) are now being further scrutinized. The PMMM is struggling to claim its value toward project success despite its success in the IT industry since its inception in late 1980s. However, since 2014, its publications have been on a decline. This paper attempts to investigate the reason behind its decline. Based on content analysis, information from previous studies was gathered and then combined so as to identify the possible cause of this decline. Three remaining issues leading to its deterioration were detected. It is -PMMM too-best-practices-centred type of model, inflexible, too complex, and plagued as an inadequate assessment tool. These issues have caused the PMMM to be a "hard sell" to the industries. The outcome derived contributes to a better understanding of the issues causing the decline of the PMMM in publication. Although once considered a successful tool for improving project success rate, the PMMM may become defunct in current project management environments without continuous research and improvement.

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“…Christoph Albrecht and Spang (2014) identified potential influences on an organization-specific "ideal" level of project management maturity by taking a qualitative and exploratory approach. While Seelhofer and Graf (2018) developed a systematic national project management maturity framework and the national project management maturity model, defining maturity levels, identifying key perspectives and drivers of maturity, and discussing key performance indicators that can be used to assess and compare national project management maturity. In assessing the drivers of project delays in Algeria, Salhi and al.…”

Section: Introductionmentioning

confidence: 99%

The scope of project maturity issues in Cameroon

Arnaud,

Song

2023

PDM

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Cameroon, located in Central Africa, plays a leading role in terms of trade, with about half of the GDP of the Central African Economic and Monetary Commission area. Yet, the quality of public expenditure in Cameroon is said to be one of the grievances plaguing its economic growth. This underperformance is generally linked to project management, an essential lever for the country's development. The construction of infrastructure is one of the challenges of Cameroon's development policy. This lack of stakeholders in the knowledge and practice of maturation has an enormous impact in the votes consumption and the execution of projects that inevitably leads to the abandonment of projects, the multiplication of amendments, poor workmanship and the lack of satisfaction on the part of the beneficiaries. Hence, this study, after performing a SWOT analysis on project management maturity in Cameroon public projects, explores 17 projects undertaken over the past decade, in order to probe the impact of problems caused by the immaturity of projects on schedule and costs. The results revealed that the general maturity level for this study was 68%. Out of the ten hypotheses stated, seven were accepted. It was also found that the level of maturity of a public investment project in Cameroon positively affects its delivery whereas, some of the maturity variables do not significantly explain the costs with its parameters but impact others. Recommendations for a better project management in the country are thrown.

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National Project Management Maturity: A Conceptual Framework

Cited by 11 publications

References 24 publications

Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana

Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana

The Decline of Project Management Maturity Models: A Review Paper

The scope of project maturity issues in Cameroon

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