The Multi-project Management Maturity Of Contracting Construction Enterprise Based On OPM3-PMO

With nearly20years of rapid development of the construction, the projects thatcontracted by general contracting construction enterprises tend to be large-scaled,complicated, and cross-boundary multi-project management. General contractingconstruction enterprises face multi-project coordination and management problems.Enterprise those are low on the production lack labor productivity, low profitmargins, low synergies, and weak core competitiveness. Therefore, this paper aimsto use the Organizational Project Management Maturity Model and ProjectManagement Office in construction companies business management, identify thefactors that affect enterprises multi-project management maturity and throughbuilding evaluation maturity model to enhance measures, so as to enhance thecapabilities of multi-project management and core competitiveness of enterprises.First of all, literately review multi-project management, project managementoffice, project management maturity, and evaluation method. Also, analyze thesituation of contract construction enterprises’ multi-project management from theperspectives of management and control method, management systems andproduction factors. In addition, construct organized frameworks of the ProjectManagement Office combined with the general contracting construction enterprisemulti-project management characteristics. As a result, propose connotation of thoseenterprises’ multi-project management maturity.Secondly, the factors affecting thecontracting construction enterprises’ multi-project management maturity areanalyzed and identified. Based on three assumptions, the structural equation model isused in constructing contracting construction enterprise multi-project managementmaturity model, and a questionnaire is designed.237copies of questionnaires aregathered, of which202are valid; The SPSS software is used in analyzing descriptivestatistics of effective samples. Moreover, AMOS software is used to construct ahypothetical model which is used to fit the data and amend the hypothetical model.Consequently, an ideal model is reached. The data is used to analyze the impact ofdifferent indicators by looking at the direct effects, indirect effects and totaleffect.Combine the effects of different factors to make conclusion of maturity assessment of contract construction enterprise multi-project management, whilematurity level is defined. It provides a method and basis for the evaluation ofmaturity of construction contracting enterprise. Finally, the model will be used toapply in practice and evaluate the maturity of the companies.Conclusively, four conclusions can be summarized from the research results.(1)Project management dimension is the core to enhance the maturity of contractorconstruction enterprise.(2) In the project management dimension, the projectportfolio PMO has the greatest impact. However, the greatest aspect on PMOportfolio is the risk prediction and management, and the leading influence onprogram PMO is the ability to coordinate the management. In addition, the majorcomponent on project PMO is the contract management capability.(3) In theorganizational supporting dimension, the key factor is the ability to use multi-projectmanagement tools and methods.(4) In the information technology dimension, themost important factor is the ability of enterprise information technology application.In short, the multi-project maturity models and evaluation methods forcontracting construction enterprise are established in this paper providing adecision-making basis for the contracting business organization transformation,information technology construction and multi-project management maturitypromotion.