Abstract
M.Ing.
The aim of this research is to develop a Project Management Maturity Measurement
Model to evaluate project management efficiency in a large Parastatal such as Eskom
Distribution. This model will identify areas of improvement to assist a large Parastatal in
improving their project management performance. It will eventually assist the
organisation to build a culture of project management excellence.
The hypotheses for the study were that firstly, the Parastatal does implement project
management practice processes as advocated by project management bodies of
knowledge.
Secondly, a Project Management Maturity Measurement Model can be successfully
implemented at a large Parastatal and help the Parastatal to identify project
management grey areas that require improvement.
Thirdly, a Project Management Maturity Measurement Model could assist a large
Parastatal with project management improvement as a result of areas of
recommendations.
The method used to collect the required data for analysis and interpretation was the
descriptive survey method. A customised survey questionnaire was developed to obtain
data from research sample. Data was analysed using appropriate statistical techniques.
The research sample was defined as the people who are primarily responsible for
project, programme and portfolio management at a large Parastatal.
The results of the data analysed pin pointed project management process weaknesses
and possible improvement opportunities. Three main areas of improvement have been
identified, namely applying lessons learned from previous project into future project,
performing benchmarking to improve performance and project control processes.
The findings of this study support the abovementioned hypotheses, and the insights
provided and recommendations made will be of great help to a large Parastatal on its
road to continuous improvement and building a culture of project management
excellence.