Project management maturity levels and organizational revenue in New South Wales local government
Keywords:
project management, project maturity, project success, local government, AustraliaAbstract
Local government in New South Wales (NSW) is responsible for the delivery of a variety of projects, each with variable success measures. Due to the variation in success indicators, measurement of project management maturity (process and procedures) was sought. An industry specific project management maturity model was used to assess maturity levels. Using a mixed-methods approach, the project management maturity levels of NSW local government were determined. Correlation analysis was used to determine that maturity and organizational revenue are related.
References
Alami, O. M., Bouksour, O. and Beidouri, Z. (2015) ‘An intelligent project management maturity model for Moroccan engineering companies’, VIKALPA, 40(2), pp. 191–208. doi: 10.1177/0256090915590329.
Albert, M., Balve, P. and Spang, K. (2017) ‘Evaluation of project success: a structured literature review’, International Journal of Managing Projects in Business, 10(4), pp. 796–821. doi: 10.1108/IJMPB-01-2017-0004.
Allers, M. A. and Geertsema, J. B. (2016) ‘The effects of local government amalgamation on public spending, taxation, and service levels: Evidence from 15 years of municipal consolidation’, Journal of Regional Science, 56(4), pp. 659–682. doi: 10.1111/jors.12268.
Alzahrani, S. S. (2015) Developing a project management maturity model to initiate sustainable project performance and modernisation in the Kingdom of Saudi Arabia. University of Adelaide.
Anantatmula, V. S. and Rad, P. F. (2018) ‘Role of organizational project management maturity factors on project success’, Engineering Management Journal. Taylor & Francis, 30(3), pp. 165–178. doi: 10.1080/10429247.2018.1458208.
Andrews, R. (2013) ‘Local government amalgamation and financial sustainability: The case of England and Wales’, Public Finance and Management, 13(2), pp. 124–141.
Audit Office of NSW (2018) ‘Report on Local Government 2017’.
Boyne, G. A. (2004) ‘Explaining public service performance: Does management matter?’, Public Policy and Administration, 19(4), pp. 100–117. doi: 10.1177/095207670401900406.
Brookes, N. et al. (2014) ‘The use of maturity models in improving project management performance: An empirical investigation.’, International Journal of Managing Projects in Business, 7(2), pp. 231–246. doi: 10.1108/IJMPB-03-2013-0007.
Cobo-Benita, J. R. et al. (2016) ‘Innovation projects performance: Analyzing the impact of organizational characteristics’, Journal of Business Research. Elsevier Inc., 69(4), pp. 1357–1360. doi: 10.1016/j.jbusres.2015.10.107.
Davis, K. (2016) ‘A method to measure success dimensions relating to individual stakeholder groups’, International Journal of Project Management. Elsevier Ltd and Association for Project Management and the International Project Management Association, 34(3), pp. 480–493. doi: 10.1016/j.ijproman.2015.12.009.
Davis, K. (2017) ‘An empirical investigation into different stakeholder groups perception of project success’, International Journal of Project Management, 35(4), pp. 604–617. doi: 10.1016/j.ijproman.2017.02.004.
Drew, J. and Dollery, B. (2015) ‘What’s in a name? Assessing the performance of local government classification systems’, Local Government Studies, 3930(January), pp. 1–19. doi: 10.1080/03003930.2015.1007132.
Drew, J. and Grant, B. (2017) ‘Means, Motive, and Opportunity – Local Government Data Distortion in a High-Stakes Environment’, Australian Journal of Public Administration, 76(2), pp. 237–250. doi: 10.1111/1467-8500.12225.
Drew, J., Grant, B. and Campbell, N. (2016) ‘Progressive and reactionary rhetoric in the municipal reform debate in New South Wales, Australia’, Australian Journal of Political Science, 51(2), pp. 323–337. doi: 10.1080/10361146.2016.1154926.
Drew, J., Kortt, M. A. and Dollery, B. (2017) ‘No Aladdin’s Cave in New South Wales? Local government amalgamation, scale economies, and data envelopment analysis specification’, Administration and Society, 49(10), pp. 1450–1470. doi: 10.1177/0095399715581045.
Duffy, J. (2001) ‘Maturity models: Blueprints for e-volution’, Strategy & Leadership, 29(6), pp. 19–26. doi: https://doi.org/10.1108/ EUM0000000006530.
Dunleavy, P. et al. (2005) ‘New public management is dead - Long live digital-era governance’, Journal of Public Administration Research and Theory. Oxford University Press, pp. 467–494. doi: 10.1093/jopart/mui057.
Durning, D. and Nobbie, P. D. (2000) ‘Post-transistion employee perspectives of City-County unification: the case of Athens-Clarke County’, Public Adminstration Quarterly, 24(2), pp. 140–168.
Eriksson, P. and Kovalainen, A. (2016) Qualitative methods in business research. 2nd edn. Edited by J. Seaman. London: SAGE Publications.
Fahri, J. et al. (2015) ‘Understanding megaproject success beyond the project close-out stage’, Construction Economics and Building, 15(3), pp. 48–58. doi: 10.5130/AJCEB.v15i3.4611.
Glanville, B. and Stuart, R. (2017) ‘NSW abandons council amalgamations in policy backflip’. Available at: http://www.abc.net.au/news/2017-07-27/council-amalgamations-scrapped-in-nsw-after-government-backflip/8748164 (Accessed: 18 March 2018).
Görög, M. (2016) ‘A broader approach to organisational project management maturity assessment’, International Journal of Project Management. Elsevier Ltd and Association for Project Management and the International Project Management Association, 34(8), pp. 1658–1669. doi: http://dx.doi.org/10.1016/j.ijproman.2016.08.011.
Hammerschmid, G. et al. (eds) (2016) Public administration reforms in Europe: The view from the top. Edward Elgar Publishing Limited. Available at: https://books.google.com.au/books?hl=en&lr=&id=qHZmDAAAQBAJ&oi=fnd&pg=PR3&dq=hammerschmid&ots=-C5jTaP5xx&sig=tMnjF1R8ekI-Pk7dtwnsL9Bd6r8#v=onepage&q=hammerschmid&f=false.
Hassani-alaoui, S., Cameron, A. and Giannelia, T. (2020) ‘“We use scrum, but …”: Agile modifications and project success’, in 53rd Hawaii International Conference on System Sciences, pp. 6257–6266.
Ibbs, C. W. and Reginato, J. (2002) ‘Measuring the management strategic value of project management’, in Project Management - Impresario of the Construction Industry Symposium. Hong Kong, pp. 1–10.
Kalgin, A. (2016) ‘Implementation of performance management in regional government in russia: evidence of data manipulation’, Public Management Review. Routledge, 18(1), pp. 110–138. doi: 10.1080/14719037.2014.965271.
Kerzner, H. (2009) Project management: a systems approach to planning, scheduling, and controlling. Tenth. Hoboken, New Jersey: John Wiley & Sons Inc. Available at: http://books.google.com/books?hl=en&lr=&id=QgQQC5qRtzgC&oi=fnd&pg=PT18&dq=Project+Management+A+SYSTEMS+APPROACH+TO+PLANNING,+SCHEDULING,+AND+CONTROLLING&ots=C-xCmnG1MQ&sig=bK0-57PodokJlrHPIsNW3IOnJcY%5Cnhttp://books.google.com/books?hl=en&lr=&id=QgQQC5qRtzg.
Khalema, L. S., Van Waveren, C. and Chan, K.-Y. (2015) ‘The relationship between project management office maturity and organisational project management maturity: an empirical study of the South African government infrastructure departments’, South African Journal of Industrial Engineering, 26(November 2015), pp. 12–26.
Khan, R. A. and Spang, K. (2013) ‘An exploratory study of the association of project success with project characteristics and organization maturity’, in International conference on New Challenges of Economic and Business Development. Riga, Latvia, pp. 376–384.
Kloot, L. (2009) ‘Performance measurement and accountability in an Australian fire service’, International Journal of Public Sector Management, 22(2), pp. 128–145. doi: 10.1108/09513550910934538.
Lim, C. S. and Mohamed, M. Z. (1999) ‘Criteria of project success: An exploratory re-examination’, International Journal of Project Management, 17(4), pp. 243–248. doi: 10.1016/S0263-7863(98)00040-4.
Maceta, P. R. M. and Berssaneti, F. T. (2017) ‘How projects can contribute to the performance of Brazil’s public sector: A case study’, Journal of Business Diversity, 17(1), pp. 29–36.
Maxwell, J. A. (1998) ‘Designing a qualitative study’, in Bickman, L. and Rog, D. J. (eds) Handbook of Applied Social Research Methods. Thousand Oaks, California: SAGE Publications.
May, T. (2011) Social research. Buckingham: Open University Press.
Morris, A. et al. (2016) ‘Development of a project management framework in local government’, in Construction, Building and Real Estate Research Conference. Toronto, Canada: Royal Institute of Chartered Surveyors.
Morris, P. W. G. (2010) ‘Research and the future of project management’, International Journal of Managing Projects in Business, 3(1), pp. 139–146. doi: 10.1108/17538371011014080.
Mullaly, M. (2006) ‘Longitudinal analysis of project management maturity’, Project Management Journal, 36(3), pp. 62–73.
Office of Local Government NSW (2015) Profile and performance of the NSW local government sector.
Office of Local Government NSW (2016) About us | Office of Local Government. Available at: https://www.olg.nsw.gov.au/about-us (Accessed: 21 April 2016).
Office of Local Government NSW (2019) Your Council. Available at: https://yourcouncil.nsw.gov.au/ (Accessed: 30 September 2019).
Pasian, B. L. (2011) Project management maturity: a critical analysis of existing and emergent contributing factors. University of Technology Sydney. Available at: http://scholar.google.pt/scholar?start=340&q=%22enterprise+architecture%22+%2B+%22model+analysis%22&hl=pt-PT&as_sdt=0,5#12.
Pilcher, R. (2011) ‘Local governmental management of discretionary and specific accruals’, International Journal of Accounting, Auditing and Performance Evaluation, 7(1–2), pp. 32–60. doi: 10.1504/IJAAPE.2011.037725.
Pilcher, R. and Dean, G. (2009) ‘Consequences and costs of financial reporting compliance for local government’, European Accounting Review, 18(4), pp. 725–744. doi: 10.1080/09638180903334978.
Prado, D., Oliveira, W. A. de and Romano, L. M. (2015) ‘Report 2014: “General Report” Part A: Indicators’, Project Management Maturity Research.
Rasid, S. A. et al. (2014) ‘Assessing adoption of project management knowledge areas and maturity level: Case study of a public agency in Malaysia’, Journal of Management in Engineering, 30(2), pp. 264–271. doi: 10.1061/(ASCE)ME.1943-5479.0000200.
Sanchez, F. et al. (2020) ‘An approach based on bayesian network for improving project management maturity: An application to reduce cost overrun risks in engineering projects’, Computers in Industry. Elsevier B.V., 119, p. 103227. doi: 10.1016/j.compind.2020.103227.
Singleton, R. A. and Straits, B. C. (2005) Approaches to social research. 4th edn. Oxford University Press.
Spalek, S. (2015) ‘Establishing a conceptual model for assessing project management maturity in industrial companies’, International Journal of Industrial Engineering, 22(2), pp. 301–313.
Stroe, A. et al. (2016) ‘PMOMM: The Project Management Office Maturity Model’, International Journal of Knowledge Society Research, 7(3), pp. 47–61. doi: 10.4018/IJKSR.2016070104.
Tahri, H. and Drissi-Kaitouni, O. (2015) ‘New design for calculating project management maturity (PMM)’, Procedia - Social and Behavioral Sciences. Elsevier B.V., 181, pp. 171–177. doi: 10.1016/j.sbspro.2015.04.878.
Taylor, J. (2011) ‘Strengthening the link between performance measurement and decision making’, Public Administration, 89(3), pp. 860–878. doi: 10.1111/j.1467-9299.2009.01802.x.
The Hills Shire Council (2019) Annual Report.
Viana, J. C. and de Miranda Mota, C. M. (2016) ‘Enhancing organizational project management maturity: a framework based on the value focused thinking model’, Production, 26(2), pp. 313–329. doi: 10.1590/0103-6513.169913.
Vrečko, I., Žnidarsič, A. and Kovač, J. (2015) ‘Project management as a tool for fostering cooperation between municipalities in Slovenia’, Journal of Local Self-Government, 13(3), pp. 321–350. doi: 10.4335/13.3.321-350(2015)ISSN.
Yazici, H. J. (2020) ‘An exploratory analysis of the project management and corporate sustainability capabilities for organizational success’, International Journal of Managing Projects in Business, ahead-of-p(ahead-of-print). doi: 10.1108/IJMPB-08-2019-0207.
Young, M., Young, R. and Zapata, J. R. (2014) ‘Project, programme and portfolio maturity: a case study of Australian Federal Government’, International Journal of Managing Projects in Business, 7(2), pp. 215–230. doi: 10.1108/IJMPB-08-2013-0034.
Zwikael, O. and Smyrk, J. (2011) Project management for the creation of organisational value. First. Springer-Verlag London. doi: 10.1007/978-1-84996-516-3.
Downloads
Published
Issue
Section
License
Copyright (c) 2022 Austin Morris, Sara Wilkinson, Chivonne Algeo, Damian Candusso
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.