The relationship between project management office maturity and organisational project management maturity: an empirical study of the South African government infrastructure departments

Abstract

The Project Management Office (PMO) has been associated with organisational project management competence. However, there is a lack of empirical evidence to support this perception. This study examines the relationship of PMO maturity and the nine knowledge areas that describe Organisational Project Management (OPM) by collecting data from 129 PMO executives, staff, and project managers in South African Government Infrastructure Departments (SAGID) using a structured questionnaire. The results show that a PMO’s ‘strategic’ maturity has the highest impact on all nine areas of OPM. It is thus recommended that public organisations need to accelerate the strategic maturity of their PMOs to benefit from them.

Keywords

• Project management office
• organisational project management
• maturity models
• Government Infrastructure Departments
• South Africa