Project Management Maturity and Project Management Success in the Engineering and Construction Industries in Southern Africa

Pretorius, Suzaan; Steyn, Herman; Jordaan, Joyce

doi:10.7166/23-3-507

Cited by 29 publications

(38 citation statements)

References 12 publications

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“…Labuschagne, Marnewick and Jakovljevic (2008) investigated IT management maturity in SA and discovered that IT project maturity has improved, but IT projects continue to fail. Similar results are seen in Bogopa (2010) and Pretorius, Steyn and Jordaan (2012). Only three studies focusing on KM were found.…”

Section: Knowledge Management Practices In Software Organisationssupporting

confidence: 73%

Knowledge management in small software development organisations: A South African perspective

Shongwe

2017

S. Afr. j. inf. manag.

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Background: Software organisations have been experiencing software development failures since the beginning of software development. Globally, latest Standish Group CHAOS reports indicate that only 29% of projects are successful. In South Africa (SA), the ITWeb report (2013) indicates that only 11% of all projects are successful. Intervention strategies such as software process improvement (SPI) frameworks and new software development methodologies such as agile methods have been introduced to address this issue. These intervention strategies do not seem to be effective because software development projects continue to fail. To address this issue, software organisations are turning to knowledge management (KM). This is because software development is a knowledge-intensive task.Objectives: The study aimed to investigate KM practices in small, medium and micro (SMMEs) software development organisations in SA and to determine if KM has benefited the organisations.Method: Fifteen software development project managers from 15 software development SMMEs were interviewed. Content analysis was used to analyse the data.Results: The study found six KM practices in the organisations: knowledge acquisition, creation, storage, sharing, organisation and application. The study found that KM has benefited organisations by making them effective, efficient and productive.Conclusions: The study concluded that software development organisation have adopted KM, although informally, and that KM practices have improved organisational routines and processes.

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Section: Knowledge Management Practices In Software Organisationssupporting

confidence: 73%

Knowledge management in small software development organisations: A South African perspective

Shongwe

2017

S. Afr. j. inf. manag.

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“…Despite all this international research, research in PMM seems to be neglected in the South African context. The last couple of years have seen the publication of a small amount of research [9] [10]. This research has provided PMM benchmarks in the engineering and construction industries as well as an African perspective of PMM across all industries.…”

Section: Introductionmentioning

confidence: 99%

To Mature or not to Mature: The Information Systems Conundrum

Marnewick¹

2013

SACJ

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Research has been done within the South African information technology (IT) industry over the last decade with regard to project management maturity (PMM) and the impact it has on delivering information systems (IS) projects successfully. The research was done to determine whether IS PMM per knowledge area has improved over the last decade. It investigates if there is a correlation between maturity levels and project success. Four independent surveys over the last decade focused on IS PMM and the longitudinal analysis provides a benchmark for whether IS PMM has increased or not. This article focuses on whether certain knowledge areas are more of a problem within the IT industry and to determine what the overall IS PMM is. The longitudinal analysis indicates trends and highlights areas of concern. It indicates that most IT companies are still operating at level 3 and that risk and procurement management are the knowledge areas of concern. A comparative analysis indicates that there is no difference between South African and international maturity levels. The results provide a South African perspective of IS PMM. It highlights that risk management is still a knowledge area that is neglected and that emphasis must be placed on managing risk within IT projects.

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“…According to Saures, cited in Skulmoski [17], increased maturity indicates the increased importance of project management to an organisation. Even though an increase in maturity will not guarantee project success [13,18], it should improve the chances of project success [19]. It is also an indication of an increase in the number of support systems that are in place to aid a project.…”

Section: Research Question 5: What Value Is Added By the Pmo?mentioning

confidence: 99%

The Effect of a Project Management Office on Project and Organisational Performance: A Case Study

Linde¹,

Steyn²

2016

SAJIE

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Project Management Maturity and Project Management Success in the Engineering and Construction Industries in Southern Africa

Cited by 29 publications

References 12 publications

Knowledge management in small software development organisations: A South African perspective

Knowledge management in small software development organisations: A South African perspective

To Mature or not to Mature: The Information Systems Conundrum

The Effect of a Project Management Office on Project and Organisational Performance: A Case Study

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