Abstract:
Electricity is very important for country’s economy and commercial undertakings, but unfortunately in Pakistan we are facing severe energy crisis that may be due to malfunctioning of technological, political and infrastructural aspects. Another major reason for the current supply and demand issue is the poor management of projects, undertaken to recover the power sector. Considering the issue in hand, the research under consideration, deals with measurement of Project management maturity level of IT power sector organization and suggesting improvements. The research was conducted in two phases. In first phase Project, Program & Portfolio Management Maturity Model was applied to measure the maturity level of an organization. The employees of selected power sector organization constitute population for this research. Census technique was chosen to include complete population available. Project, Program & Portfolio Management Maturity questionnaire was disseminated among the total 90 participants yielding a net usable response rate of 81%. In the second phase focus group based on purposive sampling, was conducted to identify work related factors that influence organization’s PM maturity. Data regarding these identified factors was collected through questionnaires. Questionnaires were provided to 90 participants Out of which, 80 responses were returned. Reliability of all the adopted scales was acceptable >0.5. The results revealed that organization is on maturity level 2(repetitive process) out of 5. Focus group identified two factors in relation to local setting; those are Index of organization and development experiences, have influence on organization PM maturity. The results achieved further instigated that Index of organization and development experiences have positive relation (strongly correlated) with Project Management Maturity. This research can be used as initial benchmark that helps in prioritizing and formulating improvement actions. This research not only focuses on process aspect of organization but also considered other employee work related factors in context of organization’s project management, which were being neglected in Project management maturity models.
