An Assessment of Project Management Maturity in Construction Projects: The case of YOTEK Construction PLC
| dc.contributor.advisor | Bekalu, Wubshet (PhD) | |
| dc.contributor.author | Woldegebriel, Nahom | |
| dc.date.accessioned | 2020-12-25T11:11:07Z | |
| dc.date.accessioned | 2023-11-04T14:26:32Z | |
| dc.date.available | 2020-12-25T11:11:07Z | |
| dc.date.available | 2023-11-04T14:26:32Z | |
| dc.date.issued | 2020-06 | |
| dc.description.abstract | This research aimed to undertake an assessment of project management maturity in construction projects by taking the case of an Ethiopian grade-1 contractor—YOTEK Construction PLC. The assessment was done by investigating the maturity level of thirteen PMBOK’s knowledge areas, which were taken from the Construction Extension of the PMBOK Guide. Among the various project management maturity models (PMMMs), the PM Solutions’ PMMM was adopted as a model for conducting the project management maturity assessment. The research was a descriptive type of study having a cross-sectional time scope in data collection. It followed a mixed research approach, specifically the “Embedded Design Mixed Method,” where a quantitative approach using a questionnaire survey was used as a primary method, while a qualitative approach using a document review had a secondary role in the study to support the quantitative results. The research found that there was a generally low application of project management practices in the company as 65.5% of knowledge area components were practiced below average and a company-wide maturity level of 2.64 (from 1-5 maturity level scale) was scored. Project time, financial, and scope management were the highest matured knowledge areas in the company, while project risk management was the least matured knowledge area with a maturity level of 1.8, followed by project equipment management with 2.01. Moreover, the results were compared with an industry benchmark values, and only the project time management knowledge area excelled its benchmark value counterpart. Finally, recommendations for identified project management practice gaps and priority areas are put forward so as to provide a road map towards improvement of maturity level for each knowledge area and the company as a whole. | en_US |
| dc.identifier.uri | http://etd.aau.edu.et/handle/123456789/24347 | |
| dc.language.iso | en | en_US |
| dc.publisher | Addis Ababa University | en_US |
| dc.subject | Construction Project Management | en_US |
| dc.subject | Project Management Knowledge Areas | en_US |
| dc.subject | Project Management Maturity | en_US |
| dc.subject | Project Management Maturity Model | en_US |
| dc.title | An Assessment of Project Management Maturity in Construction Projects: The case of YOTEK Construction PLC | en_US |
| dc.type | Thesis | en_US |