PROJECT MANAGEMENT ASSESSMENTS (PMAs): AN EMPIRICAL STUDY

Abstract

The objectives of this research are to: a) compare project management assessments (PMAs) from four firms across four industry sectors (75 PMAs are evaluated using known statistical techniques); b) validate the results through an expert panel; c) apply Pearson's correlation analysis to find links in the PMA constructs and see how these links relate to the overall project result; and d) identify areas for further research. Three hypotheses are tested, and reveal differences and similarities in project management practices. The results provide interesting opportunities for researchers and for project management practitioners. Finally, a discussion, the limitations of the study, and suggestions for further research are presented. OPSOMMINGDie doelwitte van hierdie navorsing is eerstens om projekbestuurassesserings van vier firmas in vier industriesektore te vergelyk (vyfen-sewentig projekbestuurassesserings is evalueer met bestaande statistiese ontledingstegnieke). Tweedens is die doel om die resultate deur ʼn kennerpaneel te valideer en derdens om Pearson se korrelasie analise toe te pas om ooreenstemminge in die projekbestuurassesserings op te spoor en om te sien hoe hierdie dit verband hou met die algehele projek uitslag. Laastens word areas van verdere navorsing identifiseer. Drie hipotese is getoets en toon ooreenkomste en verskille in projekbestuurpraktyke. Die resultate lewer interessante geleenthede vir navorsers en projekbestuurders. Ten slotte word ʼn bespreking, die beperkings van die studie en voorstelle vir verdere navorsing voorgehou. INTRODUCTIONThe aim of this research is to make a contribution to knowledge by providing empirical evidence on project management assessments (PMAs). Seventy-five PMAs are used to compare project management practices between four firms and four industry sectors. The research is significant in that it shows that there is a need for an industry-wide project management assessment (PMA) tool that can be used by project management practitioners. The results of the research show similarities and differences between industry sectors. From the four industry sectors it is shown that the electronics and electrical engineering, and information and communication technology (ICT ) industries show significant differences in their means for the overall project result, whereas the services and consulting engineering industries show no significant differences between the means for the overall project result. Comparisons are also drawn between the different PMA constructs.To understand the need for empirical PMA research better, the need for project management needs to be understood better.Given the rapid pace of business evolution, firms are expected to become increasingly competitive.Siriram [1] states that old ways of doing business are becoming obsolete, and that the rules of the game change at a bewildering rate. Some firms (buyers) expect firms (sellers) to become more competitive than other firms (other suppliers) in the production of goods and services. Siriram [2]

A Project Management Investigative Framework Establishing Links for Better Project Outcomes

“…Siriram [1,2] has already given an extensive overview of research in project management, and has pointed out [2] that, given the importance of PMAs, little work has been done on them. He identified PMAs as the basis on which to develop project management maturity.…”

“…An abundance of research evidence supports poor project outcomes; it is neither the intention nor necessary to give a complete review here. Siriram [2] has given an elaborate overview of research in project management. For the sake of completeness, it is important to mention at least the following research in support of poor project outcomes: Miller and Lessard [3] and Shehu, Endut and Akintoye [4].…”

“…Siriram [2] has pointed to the need to develop PM as a capability that is required to meet a firm's strategic goals and improve its competitive advantage. Tahri and Drissi-Kaitounib [7] argue that there is no generally agreed definition of what a mature project organisation looks like; so a growing number of maturity models are being developed to assess project management maturity.…”

“…Tahri and Drissi-Kaitounib [7] argue that there is no generally agreed definition of what a mature project organisation looks like; so a growing number of maturity models are being developed to assess project management maturity. Siriram [2] proposed that project management assessments (PMAs) are the basis for setting up PM capabilities, and defined PMAs as "a tool that an organisation may use to assess its project management maturity, compare to its own practises against best practises with the intention of mapping out a path to improvement". This paper builds on this foundation.…”

“…Some firms are project-driven; and in such firms PM is seen as a capability to develop competitive advantage [2]. However, while not all firms are project-based, for those firms that are, the importance of PM has already been pointed out.…”