Assessing Project Management Maturity in Africa: A Ghanaian Perspective

Dan Ofori and Eric Worlanyo Deffor

International Journal of Business Administration, 2013, vol. 4, issue 6, 41-61

Abstract: The level of project management awareness and recognition of the standards and knowledge sharing among professionals is on the rise. Despite this many projects continue to fail. Ameliorating project failure requires project management maturity among practitioners. Project management maturity is the progressive development of an enterprise-wide project management approach, methodology, strategy, and decision-making process. To ascertain the level of maturity among project oriented organisations in Ghana the following research questions were raised: Is the concept of PM maturity understood in Ghana? What are Project Management Maturity levels in Ghana? What maturity models are in use? Are there differences in project management maturity levels in industries in Ghana? The study was exploratory in nature and utilized a questionnaire survey method to collect data on project management Maturity in Ghanaian organizations. Purposive sampling was used to select a sample of 200 managers from different economic sectors. The findings showed that differences exist in the current project management maturity levels across each phase of the project life cycle for all organisations. The study also showed that most of the practitioners expect their respective organisations to attain higher levels of project management maturity (PMM) albeit at various levels. Organisations operating in the non-profit (NGO) category exhibited relatively higher levels of maturity compared to the other categories of organisations in all the five phases of the project management life cycle. Firms in the public sector of Ghana recorded low levels of maturity in most of the phases of the project management life cycle. This may be attributed to the low level of project management expertise in the sector, with possible dire consequence to the country¡¯s development since the public sector accounts for a large percentage of projects executed in Ghana. Overall, the findings seem to indicate that project management maturity occurs in phases; PM maturity does not occur as an event but is an ongoing process that is interlinked. The implication therefore is that organisations cannot claim to be mature in one area and neglect the other; it becomes imperative for project implementing organisations in Ghana to strive to attain maturity in all the five phase of the project management life cycle in order to attain the full benefits of the projects they implement.

Keywords: project management; maturity; Africa; Ghana (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (5)

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