JOAMS 2023 Vol.11(3): 124-129
doi: 10.18178/joams.11.3.124-129
doi: 10.18178/joams.11.3.124-129
Exploratory Analysis of Project Management Adoption and Maturity Level of IT Companies–A Comparison between Macao and Hengqin
Ka Seng Wong 1
and
João Alexandre Lobo Marques 2*
1.
Faculty of Business and Law, University of Saint Joseph, Macau, China
2. Laboratory of Applied Neurosciences, Faculty of Business and Law, University of Saint Joseph, Macau, China
Email: wong.ka.seng@usj.edu.mo (K.S.W.)
*Correspondence: alexandre.lobo@usj.edu (J. A. L. M.)
2. Laboratory of Applied Neurosciences, Faculty of Business and Law, University of Saint Joseph, Macau, China
Email: wong.ka.seng@usj.edu.mo (K.S.W.)
*Correspondence: alexandre.lobo@usj.edu (J. A. L. M.)
Manuscript received January 24, 2023; revised March 8, 2023; accepted May 22, 2023; published September 25, 2023.
Abstract—The Project Management Maturity Model (PMMM) is a framework that helps organizations assess their project management capabilities and identify areas for improvement, based on the idea that project management processes and practices can be developed and improved over time. Organizations can move through different maturity levels as they develop their project management capabilities. This work aims to provide a comparative analysis of project management maturity considering IT companies from Macau and Hengqin, to understand the importance IT project managers, identify weaknesses, and provide suggestions to improve the management skills in organizations from these two areas. A survey is conducted among 34 Project Managers from both areas, with technical and demographic questions. A share of 80% and 62% of participants identified low maturity level in Macau and Hengin, respectively. Notably, 23% of Hengqin participants selected the highest maturity level, and no one selected this level in Macau. The ten management areas are also assessed. As output, a series of recommendations are proposed to the IT project managers from Macau and Hengqin to elevate the local maturity level on both areas. Firstly, the project managers working in Macau should consider creating and documenting basic processes related with scheduling; analyze possible constraints related to resource management; clearly outline roles and responsibilities; establish standard communication processes with stakeholders. Finally, project managers working in Hengqin should increase efforts to maintain the higher maturity level of cost and resource management; increase communication management processes, and engage management staff involved in changes that impact the triple constraints.
Keywords—Project Management, Maturity Level, Macau, Hengqin
Cite: Ka Seng Wong and João Alexandre Lobo Marques, "Exploratory Analysis of Project Management Adoption and Maturity Level of IT Companies–A Comparison between Macao and Hengqin," Journal of Advanced Management Science, Vol. 11, No. 3, pp. 124-129, 2023.
Copyright © 2023 by the authors. This is an open access article distributed under the Creative Commons Attribution License (CC BY-NC-ND 4.0), which permits use, distribution and reproduction in any medium, provided that the article is properly cited, the use is non-commercial and no modifications or adaptations are made.
Cite: Ka Seng Wong and João Alexandre Lobo Marques, "Exploratory Analysis of Project Management Adoption and Maturity Level of IT Companies–A Comparison between Macao and Hengqin," Journal of Advanced Management Science, Vol. 11, No. 3, pp. 124-129, 2023.
Copyright © 2023 by the authors. This is an open access article distributed under the Creative Commons Attribution License (CC BY-NC-ND 4.0), which permits use, distribution and reproduction in any medium, provided that the article is properly cited, the use is non-commercial and no modifications or adaptations are made.
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