This study assesses the project management maturity levels within the construction industries of selected developing countries, with a focus on identifying strengths, weaknesses, and critical gaps across key areas of project management knowledge. Utilising a mixed-methods approach, which included surveys, structured interviews, and maturity assessments, data were collected from 21 local contractors and 15 practitioners. The findings reveal that the majority of construction firms operate at low levels of both process and practice maturity, particularly in areas such as risk, safety, communication, and quality management. Conversely, comparatively higher maturity was recorded in cost, time, and human resource management. ISO-certified contractors and those participating in capacity-building programs demonstrated significantly higher maturity levels than their counterparts, highlighting the positive impact of formal training and a process-oriented approach. Road contractors exhibited higher maturity scores than building contractors, a difference attributed to stricter client requirements and larger project scopes. The study concludes that construction project success in developing countries is hampered by the inconsistent application of standardised project management practices. It recommends targeted interventions, including regulatory reforms, professional development, and context-specific maturity models to enhance project delivery performance across the sector.
David Ackah (Fri,) studied this question.