The Assessment of Construction Project Management Maturity Level in the Silesian Region in Poland

Abstract:

Every construction investment is a project requiring close coordination, the freedom of access to the information, the application of special activity techniques and most of all the high level of maturity of construction project management. Findings of research conducted in different areas of project management confirm that the assurance of high level of project management maturity conditions the achievement of project's success. The higher level of maturity means the greater degree of capability to manage a construction project. The aim of the article is verification of the following hypotheses: H1: Polish construction companies in a small extent use integrated management of construction project. H2: The highest maturity of construction project management appears in knowledge areas connected with cost management and time management H3: The lowest maturity of construction project management appears in the areas of knowledge connected with risk management and communication management. The study reported in this article was conducted during 2013 year in the construction sector. The survey method was applied in research process. The research embraced 23 construction companies. The respondents are managers of the highest and medium level of management in construction companies. The respondents indicated one out of five maturity levels for selected nine knowledge areas: Level 1: „Initial”, Level 2 “Evolving”, Level 3 “Perfecting, Level 4 “Accomplished” and Level 5 “Optimizing”. Based on the results of an analysis into the level of maturity of project management processes in Polish construction companies, the overall process management maturity indicator for all functions is 3.34. All three hypothesis were verified positively.

• Periodical: Advanced Materials Research (Volume 1020)
• Pages: 796-802
• DOI: https://doi.org/10.4028/www.scientific.net/AMR.1020.796
• Online since: October 2014
• Authors: Dorota Jelonek*, Joanna Nowakowska-Grunt, Leszek Ziora
• Keywords: Constriction Project, Construction Project Management, Maturity, Maturity of Construction Project Management

References

[1] K. Kania, Improvements of business process management in organization with the usage of maturity models and information communication technologies, Katowice University of Economics Publishing House, Katowice (2013).

[2] M. Kohlegger, R. Maier, S. Thalmann, Understanding Maturity Models Results of a Structured Content Analysis, Proceedings of I-KNOW 09 and I-SEMANTICS , 09 Graz, Austria, (2009).

[3] D. Goldenson, D. Gibson, Demonstrating the Impact and Benefits of CMMI: An Update and Preliminary Results, Softwere Engineeing Institute, Special Report, Pittsburgh, 2003. http: /cmmiinstitute. com.

DOI: 10.21236/ada418481

[4] R. Skrinjar, M. Stemberger,T. Hernaus, The Impact of Business Process Orientation on Organizational Performance. Procedeengs of the 2007 Informing Science and IT Education Joint Conference, Ljublana, Slovenia, (2007).

DOI: 10.28945/3150

[5] Ch. J. Willis, J. H. Rankin, The construction industry macro maturity model (CIM3): theoretical underpinnings, International Journal of Productivity and Performance Management. 61 4 (2012) 382-402.

DOI: 10.1108/17410401211212652

[6] M. Paulk, C. Weber, B. Curtis, and M-B Chrissis, The Capability Maturity Model: Guidelines for Improving the Software Process, Addison-Wesley Longman, Reading, MA, (1995).

DOI: 10.21236/ada263403

[7] P Harmon, C Wolf, The State of Business Process Management, Business Process Trends, February (2008).

[8] B. Curtis, J. Alden, The Business process Maturity Model (BPMM), What, Why and How. Busienss Process Trends, February (2008).

[9] J. S. Pennypacker, K. P. Grant, Project Management Maturity: an Industry Benchmark, Project Management Journal, 34 1 (2003).

DOI: 10.1177/875697280303400102

[10] Y. H. Kwak, C. W. Ibbs, Project Management Process Maturity (PM) Model, Journal of Management in Engineering, 18 (2002) 150-155.

DOI: 10.1061/(asce)0742-597x(2002)18:3(150)

[11] D. Hillson, Assessing Organizational Project Management Capability, Journal of Facilities Management, 2 3 (2003) 298–311.

DOI: 10.1108/14725960410808276

[12] M. Sarshar, A. Hutchinson, G. Aouad, P. Barret, J. Minnikin, and C. Shelly, Standardized process improvement for construction enterprises (SPICE): research methodology and approach, paper presented at Challenge of Change: Building and Construction in the New Millennium, Royal Institution of Chartered Surveyors (RICS) COBRA Annual Conference, Salford, (1998).

DOI: 10.1108/ijdrbe.2010.43501aab.001

[13] A. Hutchinson, M. Finnemore, Standardized Process Improvement for Construction Enterprises, Total Quality Management, 10 4-5 (1999) 576–583.

DOI: 10.1080/0954412997550

[14] The activities of non-financial enterprises 2012, Report GUS. http: /www. stat. gov. pl/gus.

[15] Polish Construction Industry 2012, The Central and Eastern European Construction (CEEC) Research, http: /www. kpmg. com/pl/pl/Strony/default. aspx.