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Assessing Project Management Maturity in Africa: A Ghanaian Perspective

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  • Dan Ofori
  • Eric Worlanyo Deffor

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.

Suggested Citation

  • Dan Ofori & Eric Worlanyo Deffor, 2013. "Assessing Project Management Maturity in Africa: A Ghanaian Perspective," International Journal of Business Administration, International Journal of Business Administration, Sciedu Press, vol. 4(6), pages 41-61, November.
    • Handle: RePEc:jfr:ijba11:v:4:y:2013:i:6:p:41-61
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    References listed on IDEAS

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    1. Kilby, Christopher, 2000. "Supervision and performance: the case of World Bank projects," Journal of Development Economics, Elsevier, vol. 62(1), pages 233-259, June.
    2. Michael S. Garver & Robert L. Cook, 2001. "Best Practice Customer Value and Satisfaction Cultures," American Journal of Business, Emerald Group Publishing, vol. 16(1), pages 11-22.
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    Cited by:

    1. Ivy Hawah Taana & Valliappan Raju, 2020. "Determinants of project management methodologies and its effects on project success in Ghana–A conceptual paper," Journal of Administrative and Business Studies, Professor Dr. Usman Raja, vol. 6(3), pages 84-94.
    2. Daniel Seelhofer & Christian Olivier Graf, 2018. "National Project Management Maturity: A Conceptual Framework," Central European Business Review, Prague University of Economics and Business, vol. 2018(2), pages 1-20.
    3. Valentin Nikolaenko & Anatoly Sidorov, 2023. "Assessment of Project Management Maturity Models Strengths and Weaknesses," JRFM, MDPI, vol. 16(2), pages 1-19, February.
    4. Ivy Hawah Taana & Valliappan Raju, 2020. "Preliminary Investigations into the Factors Affecting Successful Implementation of Project Management Frameworks and its Effects on Project Success: Evidence from Ghana," International Journal of Business and Administrative Studies, Professor Dr. Bahaudin G. Mujtaba, vol. 6(5), pages 247-264.
    5. Ivy Hawah Taana, 2020. "A Conceptual Framework on The Successful Adoption of Project Management Methodologies in Ghana," Technium Social Sciences Journal, Technium Science, vol. 10(1), pages 409-422, August.

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