The Establishment And Application Of Project Management Maturity Model Of S Construction Engineering Company

The supply-side structural upgrade of Chinese construction firms are based on key construction projects,the success delivery of which are fundamental to these firms.Because the delivery processes of the key projects is full of uncertainty and high risks,professional associations have been established in developed countries to continuously improve project management maturity models(PMMMs).This study benchmarks PMMMs and best practices in China and abroad to develop a PMMM applicable to Chinese firms.Firm S was chosen as the subject of analysis to verify the proposed organizational project management maturity model empirically.The proposed model integrates the advantages of OPM3? and PRINCE 2 with the best practices in the China's construction industry.It measures project management maturity in three dimensions,i.e.,project management maturity levels,project management function and project management life cycle.There are four project management maturity level,namely,standardized,measured,controlled and continuously improved.The project management function involves three management hierarchies with 13 indicators,87 second-level indicators and 382 third-level indicators,which collectively constitute the maturity evaluation system of Firm S.Analytical Hierarchy Process(AHP)was utilized to determine the weights of the 13 indicators;Fuzzy Comprehensive Evaluation Model(FCEM)was adopted to obtain the indicator weights at the project level.In this way,multiple project management processes are evaluated in an integrated maturity model,which better combines industrial practice with the theoretical model and act as an innovative maturity evaluation model.The study assessed the maturity of the construction project management processes in Firm S.The evaluation procedure was elaborated to be rigorous and practice-oriented.Two rounds of maturity evaluation were performed in a construction project in Firm S to test the applicability and the rationality of the model and to identify the problems in the project organization processes.The maturity evaluation results pinpoint the directions for improvements in project management processes.The comparison between the first and the second rounds of maturity evaluation indicates a 53% improvement in construction project management process standardization.The management maturity of evaluated firm leaped from standardized to controlled level.Based on the findings of the maturity evaluation of Firm S,this study suggests that further efforts should be put to improve the information techniques,to obtain supports from the top management,to invest more resources and to integrate the theoretical perspective of contingency theory.