The Relationship between Project Management Office Maturity and Organizational Project Management Maturity: The case of Bank of Abyssinia Information Systems Project Management Office
No Thumbnail Available
Date
2018-06-01
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Addis Ababa University
Abstract
The main purpose of this research project was to assess maturity levels the Information Systems Project Management Office (IS PMO) and the organizational project management (OPM) maturity of the Bank of Abyssinia. Moreover, the research tried to establish whether there was a relationship between IS PMO and OPM. The maturity assessment was based on a five level project management maturity model devised by Bohner. To assess the maturity level of the Project management office, the three functions of the IS PMO, namely, strategic, tactical and operational were considered and to assess the organizational project management maturity, the ten project management knowledge areas were selected from the project management body of knowledge guide. The research employed quantitative research methods to realize the purpose of the study. Hence, a questionnaire was devised and data was collected from 31 respondents out of the total distributed to 39 respondents. The data was analyzed using SPSS. Based on the analysis, both the IS PMO as well as the OPM are at maturity level 3 or ‘Defined’ stage. However, the three functions of the IS PMO are at a relatively different maturity level with the operational maturity level relatively higher than the strategic and tactical level IS PMO functions. With respect to the ten knowledge areas, in terms of the average maturity values out of five, project time management (3.8), project scope management (3.8), Project cost management (3.7), Project Human Resources Management (3.6) and Project integration Management (3.5) are very much closer to ‘Managed’ or ‘Level 4’ which indicates that project management activities move from static improvements to dynamic change reflecting the lines of business perspective. The research showed that IS PMO strategic and operational maturity has a positive relationship with all the ten project management knowledge areas and IS PMO tactical maturity is positively associated with only four project management area maturities, namely, Quality management, Stakeholder management, Human Resources management and Communications management. The research enabled us to conclude that the ten knowledge areas as well as the three IS PMO functions are being practiced with relatively different maturities at the Bank of Abyssinia. Developing and practicing project management knowledge areas; devising procedures; carefully collecting, compiling and disseminating lessons learned from past project implementation; creating project management standards; and creating awareness among all stakeholders towards projects; strengthening the PMO’s human and other resources; and providing trainings have been recommended as a means of improving project management practice and attaining higher maturity.
Description
Keywords
Project management, Organizational Project management maturity, Project Management Office, Project Management Office Maturity.