Abstract
Abstract : Whilst substantial developments in the project management field over the last decade were established, statistical research discloses that most projects are ambiguous or unsuccessful. This conclusion prompted a need to complete maturity assessments in industries to establish the project management level and to recommend improvement strategies. Using the Project Management Maturity Model (PMMMSM), this research established the maturity of the railway industry in South Africa using Transnet SOE Ltd. (Transnet) as a case study. The maturity of Transnet and its operating divisions was measured through a survey, revealing that the mean maturity of Transnet is 2.99 out of 5 in the 48 measured components of the Project Management Body of Knowledge (PMBOK). Within these operating divisions, Transnet Port Terminals (TPT) rated the strongest with a mean maturity of 3.20, followed by Transnet Freight Rail (TFR) with a mean of 3.17, Transnet Group Capital (TGC) at 3.13, and lastly, Transnet Engineering (TE) had a mean of 2.47. Several conclusions were established on applying the statistical analyses. Firstly, the different divisions operate separately and independently. Secondly, there is no correlation between the positions of the project managers and their mean maturity scores. Lastly, there appears to be a high correlation between the project budget and the maturity rating, indicating that projects with a higher capital budget are more likely to have a higher PM maturity rating.
M.Phil. (Engineering Management)