Master of Business Administration Executive

Faculty / School

Faculty of Business Administration (FBA)

Year of Award


Project Type

MBA Executive Research Project

Access Type

Restricted Access

Executive Summary

Project Management practices have evolved as an organizational enabler equally important as marketing and financial management practices. Now. Project Management is a means not only to achieve strategic goals of the organizations but to manage an organization itself as well as. Project Management has enabled the organizations to increase the productivity, and it has spread from its traditional frontiers of aerospace and construction industries to multi billion dollar communication, pharmaceutical and banking industries.

The capability to successfully manage projects in a consistent manner define Project Management Maturity. Project Management Maturity describes how successfully and consistently an organization can deliver project performance. Project Management Maturity trace its roots to Total Quality Management Practices and serve as a point of reference for organization regarding adoption of Project Management practices. Like other TQM deliverables, all the Project Management Maturity Models provide a basis of assessment of current Project Management Maturity and recommend a framework for improvement. Researchers have used Project Management Maturity Models to assess the Project Management Maturity.

The foremost goal of Project Management is to ensure the success of project. Therefore, the success of project has been a key issue for project managers and despite phenomenal advancement in Project Management tools and techniques, projects tend to fail. Traditionally, conformance to "iron triangle" constraints has been the criterion for measurement of project success .A mature organization will have high probability of success in projects because as the organization matures the systems and processes that are repetitive in nature become more well developed.

During literature survey it was revealed that no Project Management Maturity and Project Performance assessment has yet been conducted for organizations in Pakistan. Under China-Pak Economic Corridor, Infrastructure, Energy and Communication Projects amounting $46 billion are planned to be carried out till 2030 in Pakistan. Assessing and improving the Project Management Maturity Level in Pakistan is crucial for Pakistani Organizations involved in CPEC Projects as well as for Investors. This research aims to assess the current level of Project Management Maturity in Pakistan, evaluate the gaps in the prevalent Project Management Practices and formulate a framework for improvement of overall level of Project Management Maturity in Pakistan.

For this research 123 Pakistani organizations were evaluated for assessing levels of Project Management Maturity and Project Performance. Organizations from two sectors (i.e.; Public and Private) and four industries (i,e.; Manufacturing, Finance, Technology & Communication and Services) were evaluated. The overall average level of Project Management Maturity in Pakistan is found to be 2.32, which elaborates that the prevalent Project Management Practices are yet not institutionalized and only 24.065% of the projects carried out in Pakistan are found to be successful. Project Performance is found to be positively correlated to the level of Project Management Maturity. Project Management Training, use of Project Management software and establishment of PMO are also found to positively influence Project Performance.

The results of the research are compared with global and regional results published in the literature and framework for improving overall level of Project Management Maturity is devised. To improve the level of Project Management Maturity, decisive changes in the organizational structure, project management methodology and human resource practices are recommended.



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