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ABSTRACT
The success of construction projects in developing countries is often uncertain due to planning and operating in an unpredictable and poorly resourced environment. In this research, the Project Management Maturity Models have been utilized to evaluate the organization's capabilities in implementing project management. The maturity was assessed by using 103 measurement instruments derived from the literature. Quantitative scores were collected by using a closed-ended interview with a group of experts. The results show a significant difference between the contractor's and consultant's maturity levels. Finally, a comparison of the maturity scores was highlighted and recommendations were made to enhance the maturity levels and improve the organization's management proficiencies.
Keywords: project management, project management maturity, maturity models, closed-ended interview, developing countries
INTRODUCTION
In developing countries, construction activities account for about 80% of the total capital assets, 10% of their Gross Domestic Product (GDP), and more than 50% of the wealth invested in fixed assets (Jekale, 2004). Further, they provide high employment opportunities (Ofori, 2007). Despite the construction industry's essential role in those countries, it fails to achieve the expectations and requirements of governments, customers, and society (Ofori, 2007). In fact, many construction projects in developing countries facing massive time and cost overruns, fail to achieve their intended benefit, and may even be terminated or abandoned before completion (Idoko, 2008).
The economy in Jordan is growing rapidly due to all the changes in the region. Several large projects are being proposed and implemented. However, there is a lack of modern tools, methods, and techniques necessary to achieve the desired goals within time, cost, and standards (Abbasi and Al-Mharmah 2000). The construction industry provided employment to approximately 624,000 Jordanian nationals in 2015; equal to 5.8% of total population employment. Thus, the construction industry in Jordan is one of the main pillars of the country's economy (Trading Economics 2018).
The construction industry is a highly competitive industry, characterized by high levels of risk and low-profit margins (Enshassi et al. 2013). In such a competitive environment, in which the construction companies operate, the failure or success of a single project may affect the sustainability of the company. Therefore, performance enhancement is of utmost importance to maintaining the construction company's sustainability and competitive advantage.
The construction industry in developing countries...