Student Name: V.

Palanisamy Roll no: 13CMR006

Supervisor: Mr. Vishnuvardhan. K (Asst. Prof.)
Project Title: Assessment of Project Management Maturity of Contractors
in Construction Industry
Objectives:
The main objectives of this thesis research are to:

1. Assess whether and to what extent the processes, practices under each of
PMBOKs Project Management knowledge areas are being applied by civil
contractors in managing their construction projects.
2. Propose a framework (maturity model) for use in assessment of Maturity of PM
in the construction industry.
3. See if there is difference in Maturity of PM Practice between different categories
of contractors in the country.


Research Scope:
This research on Maturity of PM in the construction industry of developing
Countries is limited in scope to the following:

1. The study is limited to the PM maturity in the construction industry of
developing countries, specifically that of India.
2. Only contractors perspective is considered in the research, hence the PM
maturity of the industry from the clients organization perspective could be totally
different.



Research Methodology:



Project Title
Project
Objectives
Literature Study
Identification of
Knowledge Areas
Questionnaire
Preparation
Collection of
Data
Analysis of Data
Identification of
Problem Areas
Development of
the Newmodel
Validation of the
Newmodel
Research Output
Report
Preparation

Literature Review:
1. Christopher J. Willis and Jeff H. Rankin (2010). Measuring the Maturity of Guyanas
Construction Industry Using the Construction Industry Macro Maturity Model
(CIM3). Journal of Construction in Developing Countries, Vol. 15(2), (87-116).

Abstract:
The newly developed Construction Industry Macro Maturity Model (CIM3)
was used to measure the maturity of Guyanas construction industry. The CIM3s
assessment provides a leading indication of performance by relating the maturity of
a set of management and operation key practices in the construction industry to the
achievement of various performance objectives that lead to the realisation of the
construction industrys performance goals. The implementation of the CIM3 in
Guyana relied upon the use of an expert group of construction industry
professionals who were elicited to provide the input information for the model. It
was found that Guyanas construction industry is least mature with respect to
health and safety management and most mature with respect to cost management.
Overall, Guyanas construction industry is immature, and a translation of its
maturity to represent the level of realisation of its combined performance goals
indicates that its lagging or after-the-fact performance indicators are likely to be
poor.
Inference:
The results of the maturity assessment provided by the CIM3 appear to be in
line with the mainstream opinion concerning the current operation and level of
advancement of Guyanas construction industry. At this point in time, future work
concomitant with the CIM3 includes establishing direct and indirect relationships
between the lagging performance of a countrys construction industry and its
maturity and linking the CIM3 with micro-level construction maturity models, such
as those addressing construction organisation health and safety.




2. Dan Ofori & Eric Worlanyo Deffor (2013). Assessing Project Management
Maturity in Africa. International Journal of Business Administration Vol(4), (32-45).
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. This may be
attributed to the low level of project management expertise in the sector, with
possible dire consequence to the countrys 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.
Inference:
This exploratory study has sought to ascertain the level of project management
maturity levels among project implementing organisations in Ghana. The study
adopted a survey instrument developed by Bay and Skitmore (2006) using Kerzners
Level 2 project management maturity assessment framework. Largely, the findings
showed that there are differences in the current project management maturity levels
across each phase of the project life cycle for all organisations. The findings further
revealed that among the categories of organisations NGOs exhibited a relatively
higher level of maturity compared to the other categories in all the five phases of the
project management life cycle.



3. Francis Hartman, Greg Skulmoski, The University of Calgary (2008). Project
management maturity. The Professional Magazine of the Project Management
Association Finland Vol 4 (72-78)
Abstract:
Project Management has traditionally dealt with the work that takes an idea
from funding to delivery. There are, however several other parts to this process that
impinge on its success, starting with the original idea, its business context and how
it was funded. Maturity of project management helps us understand several things.
First it tackles the competence of the practitioner and tries to measure it on a
generalized scale. Second it helps us understand the working environment of the
practitioner, if it also assesses the business for which the project is being done. It
also creates an opportunity to study and understand the growth of excellent project
managers and could help us understand the mechanism that underlies this growth.
The debate on how to certify project managers continues, with different views on
this from different national professional associations. The Project Management
Institute (PMI) in North America has a knowledge-based model for its PMP (Project
Management Professional) designation. Experience and project management
competencies are the basis of other models favoured in some European countries.
The link between maturity models and certification within the profession of project
management is a natural one. In this paper this and other links, with growth of the
body of knowledge, moving beyond the traditional bounds of project management
and the changing work environment are considered and presented.

Inference:
This paper reports the general structure of an evolving model for
understanding and improving project management. A model based on the concept
of maturity in capabilities offers a new opportunity to revisit what we know of
project management. Perhaps just as important, if set correctly it will challenge how
we think of the profession and the skills needed for success. No maturity model
will ever be correct or complete. This is because project management will continue
to evolve and will affect the model as a result. The Organization for Project
Advancement and Leadership (OPAL) will host and support this particular
maturity model and will cooperate with anyone who wishes to participate in
collaborative or independent work in developing it as a basis for future study,
certification, training development and other action that will support fast growth in
the profession.

4. Jaroslaw Gorecki (2014). Problems Associated With Project Maturity in construction
Companies. Technical Transactions Civil Engineering (12-25).
Abstract:
Project maturity can be listed as a major factor; we must first understand what it
means. In fact, maturity can be defined as the quality or state of being mature. If the
concept of maturity is applied to an organisation it may refer to a state where an
organisation is in a perfect condition to achieve its objectives. Consequently, project
maturity can mean that an organisation is perfectly conditioned to deal with its
projects [2].

A narrower concept of project maturity has been presented by various scientists. For
example, maturity of risk management in large-scale construction projects and
therefore models based on this phenomenon can effectively help organizations to
understand the level of current practice in terms of their capabilities in risk
management, as well as their strengths and weaknesses towards future risk
management practice, in order to take appropriate actions to improve their risk
management performances [17]. According to Deloittes report, construction
companies rate the maturity of construction project management relatively high, and
therefore a great number of organisations are well prepared for worsening market
conditions [11]. In 2012 Deloittes researchers examined every answer received from
thirty nine polish construction companies operating countrywide.

According to the report, the concept of maturity refers to the comparative level of
advancement that an organization has regarding any given activity or sets of
activities. Organizations with more fully-defined and actively used policies,
standards, and practices are considered more mature than the others.
Inference:

According to the results of the surveys presented in the article, it was revealed that
both Polish and foreign companies appreciate the value of project management. They
understand the importance of continuous improvements in project management
capabilities.19 On the basis of previous findings regarding project maturity, there is
no doubt construction companies should try to improve their ability to manage
projects. The need for improving performance and perfecting risk management can
be a good reason for creating a five-step model of continuous improvement of project
maturity: 1. Planning ability, 2. Project management, 3. Maturity measurement, 4.
Maturity evaluation, 5. Project maturity. It might be a good solution for companies to
engage in a constant pursuit of maturity. Indeed, it is a pursuit because as it was
described previously, a fully matured organisation is just a theoretical concept.
Unfortunately, the survey did not touch a crucial issue the aspect of Generation Y
and their role in construction companies. Research into the role played by Gen-Y
employees in the construction industry might be a good resolution for the future.
Supposedly, as soon as modern managers of construction companies are able to
profit from the skills of Generation Y, to employ and to retain the best of them.
5. Jia Guangsh1, Cao Li, Chen Jianguo, Zhou Shuisen , Wang Jin (2008). Application of
Organizational Project Management Maturity Model (OPM3) to Construction in
China: An Empirical Study. International Conference on Information Management,
Innovation Management and Industrial Engineering, (45-62).
Abstract:
Construction plays a major role in both economic and social development.
However, one major problem in the construction industry is its high investment and
large scale which is in sharp contrast with the low benefit and inferior management.
As a result, project managers are seeking ways to improve the organizational
management level in order to implement and control the construction projects
efficiently. This paper analyses the feasibility and limitation of the Organizational
Project Management Maturity Model (OPM3) applied to large construction projects
in China. The study includes an investigation into the maturity level concerning
Shanghai Pudong International Airport construction project. The results show that
OPM3 evaluates the maturity level and also proposes some key points to improve
the management level. Therefore, the conclusion is that OPM3 can be applied to
project management in China, but not directly; some prerequisites including OPM3
guidance culture, model training and project management planning are expected to
be realized first.
This paper firstly gives an introduction to the basic constituents and architecture of
different kinds of maturity models so that readers can get a clear idea about the
excellence of OPM3. Then through application of OPM3 to Shanghai Airport
Authority in China, the feasibility and problems relating to the implementation of
advanced foreign project Management maturity models in China are evaluated.
Finally, suggestions are given on how to devise a model suited to large-scale
construction projects with Chinese characteristics.
Inference:
This study reports the results of the authors investigation into the value of
OPM3 in China. As the construction industry becomes booming in China,
organizations need a standard project management tool to translate their
organizational strategies into workable components. The OPM3 enables
organizations to enhance their capability of project management, complete the
project successfully through the OPM3 Assessment and provide improvement
plans. This study shows that we have begun to understand and develop the theory of
project management maturity models in China, yet many gaps remain in our
knowledge base.


6. Seweryn Spalek (2014). Assessing project management maturity in the area of
knowledge management in select companies. International Journal of Economics,
Finance and Management Sciences 2014; 2(2), 164-170.
Abstract:
Project management is of high significance for companies nowadays. This is of
special interest for those organizations which operate in the multi-project
environment. For them, it is crucial to find out how good they are at managing
projects. To that end, the project management maturity assessment concept was
developed. However, getting a picture of the organization is only the first step. The
second should be to analyze the results and, based on them, undertake appropriate
activities in order to increase efficiency in project management. There are various
models of project management maturity (PMM) assessment in different areas. In
investigating current management trends, the knowledge management concept is
one of the most important ones. I discuss the PMM level in the knowledge
management area. The assessment was done using the authors PMM model which
measured maturity in four areas: methods and tools, human resources, project
environment and knowledge management. The investigated companies were from
the machinery, construction and information technology branches. The major
research effort was focused on the machinery industry as this sector of the economy
is not well recognized in empirical research related to project management.
Moreover, the main aim of the study was to compare Polish and foreign companies
via an examination of diverse industries. The results of the study revealed that, in
general, the foreign companies are at a higher PMM level in the knowledge
management area than their Polish counterparts. This difference is discussed in the
article. Among the industries, the most mature was information technology and this
is also elaborated on. In addition, the study shows that the mean maturity level of all
investigated companies is rather small. The reasons for that fact are explained and
the implications for the companies are outlined.
Inference:
Effectively managing knowledge in projects is the key factor in the company
gaining a decisive advantage. This is of special importance in those organizations
running a significant number of projects on a yearly basis. This creates a multi-
project environment which could generate challenges. The existence of a gap in
knowledge management between theory and practice, noticed in the other
management disciplines, was also confirmed by this study. Regardless of the
specifics of the data sample (type of industry, country of origin), the general
conclusion is that companies are on relatively low levels on the assessment scale. The
vast majority reported the lowest initial or the second standardized levels of
maturity. According to the assumed model, the initial level means that the projects
are executed in a rather chaotic way. Therefore, it is even hard to say that they
manage the projects from the knowledge area perspective. However, there are some
positive signs coming from the foreign companies. Those which reached the 3rd
(Appliance) level of maturity seem to understand how important it is to apply the
knowledge management mechanisms in practice.

7. Seweryn Spalek (2014). An Empirical Study on Project Management Maturity in
Human Resources. Management Studies, February 2014, Vol. 2, No. 2, 73-80.
Abstract:
The assessment of the Project Management Maturity (PMM) level shows the
company how good it is at managing projects. This measurement can be performed
in different domains of expertise. In the article, the issue of PMM in the human
resources (HR) area is examined. The discussion is based on a world-wide empirical
research project conducted in more than 400 companies. The study was mostly
focused on the machinery industry as there is a dearth of research on project
management topics in this branch of the economy. Therefore, by investigating the
PMM level in the HR area, a picture of the state of project management in the
machinery industry will be created. For the purposes of comparison, a study was
conducted on the construction (CONS) and information technology (IT) industries
which, in contradistinction, are very well recognized in the scientific literature
related to project management issues. This approach will help to better contextualize
and understand the results from the machinery industry. The PMM level
measurement was done using the authors model which assesses maturity on a scale
of one to five, where one is the lowest and five, the highest level of maturity. The
results of the study revealed that there were differences among the industries in
PMM levels and between Polish and foreign companies.
Inference:
The world-wide study on PMM revealed that there were differences in PMM
levels in the HR area between POL and foreign companies. The mean PMM level of
the latter ones was higher than that of the former. However, the biggest difference
was in IT. Moreover, the comparison between industries shows that IT is a leading
industry in PMM in HR. That means that in IT, especially in foreign companies, the
understanding of the importance of people in projects is higher. For them, it is more
important to invest in methods, tools, and techniques than in HR. This approach,
which was adequate during the industrialization age, is no longer sufficient
nowadays. Currently, success in managing projects, and therefore by the entire
company, is mostly related to the skilled workers. However, their skills should not be
limited to technical knowledge. The approach to HRM should go beyond the
traditional, technical approach and relate to different activities, including soft skills
trainings and career paths. As a result, the PMM level in the HR area will increase
which will be profitable for the entire company.