Assessment of Project Management Maturity on Selected Research Projects: The case of Armauer Hansen Research Institute (AHRI)
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Date
2024-01
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Addis Ababa University
Abstract
The main purpose of this study was to assess the research project management maturity level, determine the project management body of knowledge, and identify the limitations in the project management practice of the Armauer Hansen Research Institute (AHRI). AHRI is the core technical wing of the Ministry of Health that generates evidence on a scientific basis from health research projects for informed decision-making by the Ministry. Although there are extended efforts for the successful accomplishment of research project management at AHRI, there are challenges and limitations in the project management that are displayed by the delays of projects, cost overruns, inferior deliverables quality, in some cases research project termination. This emphasizes the crucial need for the implementation of an efficient project management system and practices as a core competence to achieve the strategic goals of the institute. The study employs a cross-sectional mixed study design using primary and secondary data to collect pertinent information and identify various factors on project management maturity and knowledge areas. The maturity assessment was based on a five-level project management maturity model devised by PM Solutions to assess selected research projects ethically reviewed and approved by the Institutional Review Board of AHRI. Descriptive statistics of frequency mean standard deviation, and percentage tables were used to present the results of the study. The result of the study was obtained through empirical analysis and review of project management processes. Findings from the assessment indicated that the overall project management capability of AHRI is at maturity level 2. The result revealed that some project management processes were defined but not consistently applied to all projects. The outcome supports the need for improving the project management knowledge and practices of the institute for positive change to the success of research projects. Based on the result, it was concluded that most of the knowledge areas were being practiced informally, hence possessing lower maturity levels. Some of the knowledge areas relatively have higher maturity as compared to the others. This difference was attributed to a lack of proper integration of project management knowledge and practices. Therefore, improving project management knowledge areas and practices, devising appropriate mechanisms for tracking performance and financial utilization, creating project management standards, and awareness creation of the leadership towards efficient project management, supporting the project management unit within the Strategic Affairs Executive Office, and providing training to researchers on project management have been recommended as a means of improving project management practice and attaining higher maturity in AHRI.
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Keywords: Project management, maturity model, capability assessment