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Frontiers of Engineering Management

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Front. Eng    2020, Vol. 7 Issue (3) : 384-395    https://doi.org/10.1007/s42524-019-0070-z
RESEARCH ARTICLE
Project management maturity in construction consulting services: Case of Expo in China
Yongkui LI1, Qing YANG2, Beverly PASIAN3, Yan ZHANG1()
1. School of Economics and Management, Tongji University, Shanghai 200092, China
2. Shimao Property, Shanghai 200120, China
3. Faculty of Economics and Management, Utrecht University of Applied Sciences, Utrecht, The Netherlands
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Abstract

For many years, project management maturity models (PMMM) derived from the software industry have brought immeasurable benefits. However, the adoption and investigation of PMMM in the construction field have been weak and insufficient, particularly in construction consulting services (CCS). Moreover, professionals have gradually realized the importance of non-process factors (e.g., teamwork, culture, leadership) in the evaluation of PMMM. This study describes the construction of PMMM for CCS that considers non-process factors and combines them with CCS-specific process factors. To verify the effectiveness of the proposed model, we conduct a case study on the overall project management consultancy for China’s 2010 Winter Expo. The results would fill in the PMMM research gap in CCS and provide practitioners with ideas to improve their performance.
Keywords construction consulting services      project management maturity model      non-process factors      Expo     
Corresponding Author(s): Yan ZHANG   
Just Accepted Date: 27 December 2019   Online First Date: 02 March 2020    Issue Date: 06 August 2020
 Cite this article:   
Yongkui LI,Qing YANG,Beverly PASIAN, et al. Project management maturity in construction consulting services: Case of Expo in China[J]. Front. Eng, 2020, 7(3): 384-395.
 URL:  
https://academic.hep.com.cn/fem/EN/10.1007/s42524-019-0070-z
https://academic.hep.com.cn/fem/EN/Y2020/V7/I3/384
Year Developer Maturity models Main features
1987 SEI CMM - Two-dimensional model
- Includes 18 key processes and 5 maturity levels
- For management of a single project
- Staged model structure
- Focuses on the software development process
- Applicable to the software field
- Lack of help for the organization to complete continuous improvement
2002 SEI CMMI - Two-dimensional model
- CMM-style
- For management of a single project
- Staged and continuous model structures coexist
- Extends from software development process to service and procurement
- General model unrelated to the field
2001 Harold Kerzner K-PMMM - CMM-style
- Analysis of maturity from the perspective of strategic planning of enterprises
- Maturity assessment from different levels through questionnaires
- General model unrelated to the field
2001 OGC P3M3 - Two-dimensional model
- CMM-style
- Covers project management and project portfolio management
- Includes 7 process perspectives and 5 maturity levels
- Improved CMM by adding organizational culture, knowledge, technology, and other factors
- General model unrelated to the field
2002 PM-Solutions PMS-PMMM - Two-dimensional model
- CMM-style
- Includes project management, 9 knowledge areas of the project management body of knowledge (PMBOK), 5 project management process groups, and 4 maturity levels
- For management of a single project
- General model unrelated to the field
2003 PMI OPM3 - Three-dimensional model
- Includes project management, 9 knowledge areas of the PMBOK, 5 project management process groups, and 4 maturity levels
- Covers project management and project portfolio management
- General model unrelated to the field
2002 Kwak and Ibbs (PM)2 - Includes project management, 9 knowledge areas of the PMBOK, 5 project management process groups
- 5 maturity levels, each level contains key PM processes, organization’s characteristics, and focus areas
Tab.1  Main features of the six classic maturity models
Fig.1  Conceptual framework of PMMM in E-learning projects.
Fig.2  Research framework adopted in this study.
Time spent in the construction industry (years) Time spent on CCS projects (years)
(0–10] 1 (12.5%) (0–10] 3 (37.5%)
(10–20] 6 (75%) (10–20] 4 (50%)
above 20 1 (12.5%) above 20 1 (12.5%)
Tab.2  Work experience of experts interviewed
Fig.3  Identification of the non-process factors.
Fig.4  Conceptual model of CCS-PMMM.
Dimensions Factors Frequencies Sources
01 Customer involvement 0101 Agendas 8 1
0102 Capabilities 7 3
0103 Communication 10 4
0104 Perspectives 19 4
02 Organizational variants 0201 Culture 6 3
0202 Leadership 7 1
0203 Teamwork 3 2
0204 Policies 1 1
0205 Problem Resolution 5 2
0206 Resources 4 1
03 Member performance 0301 Commitment 2 2
0302 Motivation 8 3
0303 Trust 5 2
0304 Loyalty 3 2
0305 Attitude 7 2
04 Defined processes 0401 Preparation 6 1
0402 Implementation 13 1
0403 Contract Closure 1 1
0404 Project Closure 5 2
Tab.3  Frequency of the CCS-PMMM factors in project documentation
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