Project management maturity levels and organizational revenue in New South Wales local government.

Wilkinson, S; Morris, A; Algeo, C; Candusso, D

Project management maturity levels and organizational revenue in New South Wales local government.

Wilkinson, S

Morris, A Algeo, C Candusso, D

Permalink

Publisher:: Mundo Press
Publication Type:: Journal Article
Citation:: Journal of Modern Project Management, 2020, 8, (2)
Issue Date:: 2020-09-01

Open Access

Copyright Clearance Process

Recently Added
In Progress
Open Access

This item is open access.

Adobe PDF

Download Published versionAdobe PDF (679.43 kB)

View statistics

Full metadata record

Field	Value	Language
dc.contributor.author	Wilkinson, S https://orcid.org/0000-0001-9266-1858
dc.contributor.author	Morris, A
dc.contributor.author	Algeo, C
dc.contributor.author	Candusso, D
dc.date.accessioned	2021-02-01T04:46:29Z
dc.date.available	2020-07-04
dc.date.available	2021-02-01T04:46:29Z
dc.date.issued	2020-09-01
dc.identifier.citation	Journal of Modern Project Management, 2020, 8, (2)
dc.identifier.issn	2317-3963
dc.identifier.uri	http://hdl.handle.net/10453/145685
dc.description.abstract	Local government in New South Wales (NSW) is responsible for the delivery of a variety of projects, each with variable success measures. Due to the variation in success indicators, measurement of project management maturity (process and procedures) was sought. An industry specific project management maturity model was used to assess maturity levels. Using a mixed-methods approach, the project management maturity levels of NSW local government were determined. Correlation analysis was used to determine that maturity and organizational revenue are related.
dc.language	en
dc.publisher	Mundo Press
dc.relation.ispartof	Journal of Modern Project Management
dc.rights	info:eu-repo/semantics/openAccess
dc.subject	0806 Information Systems, 0905 Civil Engineering, 1202 Building
dc.title	Project management maturity levels and organizational revenue in New South Wales local government.
dc.type	Journal Article
utslib.citation.volume	8
utslib.location.activity	US
utslib.for	0806 Information Systems
utslib.for	0905 Civil Engineering
utslib.for	1202 Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney
utslib.copyright.status	open_access	*
pubs.consider-herdc	true
dc.date.updated	2021-02-01T04:46:21Z
pubs.issue	2
pubs.publication-status	Published
pubs.volume	8
utslib.citation.issue	2

Abstract:

Local government in New South Wales (NSW) is responsible for the delivery of a variety of projects, each with variable success measures. Due to the variation in success indicators, measurement of project management maturity (process and procedures) was sought. An industry specific project management maturity model was used to assess maturity levels. Using a mixed-methods approach, the project management maturity levels of NSW local government were determined. Correlation analysis was used to determine that maturity and organizational revenue are related.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/145685