Project management maturity in Pakistan: An empirical investigation

Syed Ahsan Mustaqeem,Rameez Khalid,Syed Irfan Nabi

doi:10.54784/1990-6587.1010

Abstract

This research assesses the current level of PMM in Pakistan, evaluates the gaps in the prevalent project management practices and formulates a framework to improve PMM level in Pakistan. 123 Pakistani organizations were assessed for their levels of PMM and project performance using standard project management maturity models. The average PMM level in Pakistan was found to be 2.32 (on the scale of 1 to 5) and only 24% of the projects carried out were found to be successful. This means that the prevalent project management practices are not yet fully institutionalized. Furthermore, project management training, use of project management software and establishment of PMO were also found to be positively influencing project performance and PMM level. The findings of this research can be useful to all stakeholders of projects being carried out in Pakistan especially under foreign direct investments. Global PMM level can be improved, if more similar studies are conducted with customized recommendations to improve the PMM level.

Highlights

Project management has evolved over the years as a profession and is considered a core competency to achieve strategic competitiveness (Crawford et al 1999)
123 Pakistani organizations were assessed for their levels of PMM and project performance using standard project management maturity models
It was found that a vast majority of Pakistani organizations almost 9 out of 10 (87%) lie at the low maturity levels 1, 2 and 3; while, one in ten Pakistani organizations have managed to achieve level 4, whereas a few have reached the top of the maturity thresholds

Summary

Introduction

Project management has evolved over the years as a profession and is considered a core competency to achieve strategic competitiveness (Crawford et al 1999). Mustaqeem et al as marketing or financial management practices and has enabled organizations to increase their productivity. It has spread out from its traditional frontiers of aerospace and construction industries to multibillion dollar communication, pharmaceutical, banking and other industries. “Management of projects” has transformed into the broader perspective of “management by projects”, which provides organizations with strategic competitiveness by managing projects as a means to manage the organization itself (Kenny 2003). This can only happen, if organizations mature their project management practices

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Conclusion