Project Management Maturity Assessment for McNab Relationship Builders

This report assesses the project management maturity of McNab Relationship Builders Company, a construction and design-based firm. The study utilizes the Portfolio, Programme and Project Management maturity Model (P3M3) to evaluate the company's project management capabilities. The report defines the organizational context, selects the P3M3 model, and assesses McNab's maturity level through interviews and surveys with industry experts and employees. The findings reveal significant issues in cost management, including cost estimation inaccuracies, skill gaps among workers, and underestimation of project costs. The analysis identifies cost management as the primary business problem, leading to project cost overruns. The report recommends strengthening project management practices, particularly in cost estimation and worker skill development, to improve project outcomes and overall company performance. The report also includes appendices with interview and survey data to support the findings.

1PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
Project Management for McNab Relationship Builders Company
Name of the Student
Name of the University
Author note

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Table of Contents
1. Introduction..................................................................................................................................3
2. Organisational Context................................................................................................................3
3. Selection of a Maturity Assessment model.................................................................................4
4. Assessment of the level of maturity of McNab Relationship Builders Company.......................6
5. Identification of the business problem.......................................................................................11
6. Literature Review......................................................................................................................12
7. Conclusion.................................................................................................................................16
References......................................................................................................................................18
Appendix........................................................................................................................................19
Appendix 1: Interview...............................................................................................................19
Appendix 2: Survey...................................................................................................................21

3PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
1. Introduction
The project management maturity model aids towards the assessment of the project
management capability for an organisation. The use of project management maturity model
would help in identifying the business problems being faced during management of projects.
The objectives of the report are discussed as follows:
 To define the organisational context and the projects undertaken by them
 Selection of a maturity assessment model and defining the business problems
 Determining the maturity level of the organisation
In order to define the report, the report would define the organisational context and the
kind of projects being undertaken by them. A maturity assessment model would need to be
chosen and based on that a maturity level assessment would need to be performed (Titov et al.
2016). After the identification of the problem, a literature review would be conducted
accordingly. After the identification from the maturity assessment for the organisation, the
summary of the findings would be presented.
2. Organisational Context
In this assessment, the organization that would be chosen is McNab Relationship
Builders Company. McNab is a construction and privately-owned design-based company that
aims for the purpose of delivering high quality projects (McNab 2020). Almost 85% of the
primary projects delivered by the company are primarily being sourced from referral and repeat
clients. 70% of the projects being undertaken by the company are from non-residential sectors.
The organization has a record of holding countless number of satisfied clients from the various

4PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
involved sectors such as education, health, office, retail, energy, student accommodation, hotel,
retirement and aged care.
3. Selection of a Maturity Assessment model
A project maturity model is also known as a capability method and primarily referred to
as the systematic method based on the development and making improvements over the
concerned projects. In a general form, the maturity assessment model refers to the methods based
on which the business processes could be improved based on the efficient work force.
In case of the concerned company, the project management maturity that would be
chosen is the Portfolio, Programme and Project Management maturity Model (P3M3). The
choice of the P3M3 maturity model is made because it recognises the activities that are carried
out within the organisation providing focus and helping towards sustaining efforts for building
the infrastructure for the project (Titov et al. 2016). There are certain levels possessed within the
P3M3 maturity model. The different levels that are described within the P3M3 help in indicating
the key process areas that could be structured in a hierarchical manner. The structuring of the
levels based on the model help in facilitating towards the transitions that would be made in the
organisation and would transform their objectives from an immature state to a mature state
(Nikkhou, Taghizadeh and Hajiyakhchali 2016). This model would also help in making the
organisation capable with an obje2ctive for solving project and program issues and judging the
quality of outcomes delivered from their projects.
In case of assessing a project based on using the P3M3 technique, an organization under
its consideration would be considered as to be immature in terms of project management based
on delivering individual projects that might be able to produce results on an occasional manner.

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Managers working within the project are supposed to be active in nature and thus be entirely
focused on the solving of any kind of immediate issues. On the other P3M3 considers an
organization to be mature when they management within the organization would be able to
consider different projects in an effective manner. These managerial terms should be based on
defined programme, standard and efficient project management processes. In a mature
organization, managers would be efficient for monitoring over the progress of any programme
against the pre-established deliverables for a project in order to bring in satisfaction to
customers. Hence, in order to accomplish to undertake the assessment over the maturity and
discussion of the areas of business problem, the aspect of interviews and questionnaires would be
made. Based on the understanding developed from the analysis, the next phase of discussion
would proceed accordingly.
The P3M3 could be used in different aspects of a project based on the purpose of
bringing in improvements towards the programme, portfolio and project management processes.
The concept established within P3M3 could be structured according to five different levels of
maturity, which could be discussed under five different labels. These are discussed below:
1. Level 1 – Initial process
2. Level 2 – Repeatable process
3. Level 3 – Defined process
4. Level 4 – Managed process
5. Level 5 – Optimized process

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The five defined levels primarily constitute the structural components as defined within
the P3M3 and thus they help in development of a project based on the ideas generated from the
five different levels.
4. Assessment of the level of maturity of McNab Relationship Builders Company
From the understanding of the above maturity model, a survey had been conducted over
the industry experts and the working professionals who have been performing work within the
McNab Construction Company. The interview was conducted among the working professionals
in different areas of the construction projects performed by the company.
The age range of the professionals who were working within the company had an average
age range of 26-30 years. However, people from the age range of 31-40 years had also been
interviewed regarding the project and based on their answers, an analysis had been formed
accordingly. An interview had also been conducted over the project manager working for the
various projects. This portion of the interview has been attached with Appendix 1 of this report.

7PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
Agree Disagree Neutral Strongly
Agree Strongly
Disagree
0
2
4
6
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20 19
1
6
8
1
Cost Management, a Primary
Aspect of PM
From the result of the above analysis, it can be considered that cost management is a
serious concern in relation to project management and hence the company should be taking a
proper care over the different aspects. The company and the project managers working within
should be able to estimate the costs of the project and thus accommodate each aspect of cost for
the project.
Agree Disagree Neutral Strongly Agree Strongly
Disagree
0
2
4
6
8
10
12
14
16
18
20 18
1
8 7
1
Organization Facing Cost Management
Issues
From the above analysis, it can be seen maximum respondents have agreed to the fact the
organization has been facing cost issues within their project management aspects. This shows
that the organization has been failing to meet up to the standards as established for cost due to

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which the organization is facing serious challenges. This sector has thus needs to make serious
changes.
Agree Disagree Neutral Strongly
Agree Strongly
Disagree
0
2
4
6
8
10
12
14
16
18 17
6
2
9
1
Ineffective Cost Management is a
reason of Cost Overrun
From the above figure, it can be understood that the workers have raised concerns
regarding the fact that ineffective form of cost management aspects would be the primary reason
for cost overruns within the project. The project management aspect based on relation to cost
management might not be proper as per the responses of the employees. Hence, the cost
management issues within the areas of the construction projects is a major area for which cost
overruns occur within the project.
Agree Disagree Neutral Strongly Agree
0
2
4
6
8
10
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14
16
18 17
4 4
10
Management needs to adress Skill gaps
of Workers

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According to the responses as gathered from the above table, it can be seen and
understood that the management within the company needs to address the skill gaps that are
present in workers. It might be understood and analysed that due to lacking skills and sufficient
knowledge in terms of work might lead to inefficiency in doing the work as per the requirements.
Hence, this could lead to a major aspect of cost management for the project. This area would
need to be improved further.
Agree Disagree Neutral Strongly
Agree Strongly
Disagree
0
2
4
6
8
10
12
14
16
18 16
3
6
9
1
Underestimation of Project Cost,
key reason of Cost escalations
From the understanding developed from the gathered data above, it can be discussed that
most of the respondents have agreed to the fact that underestimation in terms of project costs
might have led to serious escalations in terms of project costs. Key escalations in terms of project
cost would primarily arise when the project management team would not be able to estimate the
correct cost that could incur for a certain project. Based on the reason of underestimation within
the project cost, it can be discussed that the project manager should estimate a contingency cost
and hence proceed with the project works accordingly.

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Agree Disagree Neutral Strongly
Agree Strongly
Disagree
0
2
4
6
8
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18 16
3
6
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1
Need of Frequent Supervision
Based on understanding the concerns of the workers, it can be understood that they have
agreed to the fact that a constant need of supervision over the project costs would lead to positive
outcomes for the project. They have thus agreed that the project manager should regularly
supervise over the project and thus proceed over the works for the project.
Agree Disagree Neutral Strongly
Agree Strongly
Disagree
0
4
8
12
16
20
18
4
7 5
1
Improvement of Site Condition is
Needed
The understanding from the above diagram have concluded the fact that the employees
have discussed that improvements made within the conditions of the site would ultimately lead to
positive outcomes for the management of project issues. Hence, the project manager should
ensure that there should stability within the site conditions so that the works over the project
would be performed accordingly.

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From the understanding developed from the analysis of the interview, it can be discussed
that the major weakness of the company in relation to the aspect of project is based on cost
management and hence the different projects that are performed by the firm fail majorly. The
evidence for this analysis is attached from the visualisations being shown in the above figures.
From the analysis and discussion over the above discussed scenario, it can be discussed
that McNab Construction Company has a tremendous area in which they could improve their
state over the areas of project management. The project management aspect needs to be
strengthened within the company. In this aspect, it can be discussed that the project manager
within the company are facing a major problem in terms of bringing efficient measures of cost
estimation towards the project. In order to establish a project in a successful manner, it would be
highly be required to manage the project cost efficiently. Hence, the aspect of project cost
management should be used effectively in the cases of the concerned project. Thus, the project
manager should work effectively with the concerned departments to decide over the project areas
accordingly to bring in positive impacts towards the company.
5. Identification of the business problem
From the analysis and identified weakness of the firm, it can be discussed that the major
kind of business problem that is currently being faced by McNab Construction Company is that
they majorly face issues in relation to cost management. The aspect of cost management within
the project can be considered as extremely useful in terms of leading the project towards success.
Inefficiency within the analysed aspect can lead to serious challenges being imposed over the
industry. In the above analysis, data has been gathered from different respondents who were
working professionals for the company. Interview was also conducted over the project manager

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working for the firm. Based on the gathered analysis over the collected data, it can be seen that
the aspect of cost management is lacking within their major projects.
Hence, from the given data, it can be discussed that project managerial skills needs to be
highly incorporated within the particular segment of the business for addressing the issue
accordingly. There might be several aspects in which the business problem could be affected due
to inefficiency in cost management. From the understanding over the answers derived from the
project manager working over the project, it can be discussed that the major areas in which the
issues have been projected are: inefficiency in estimation of project costs, lack of skillsets of
workers. These areas could lead to tremendous lacks in terms of poor managerial skills.
The choice over the business problem in relation to cost management has been primarily
been chosen since this issue is of high importance. These aspect needs high consideration as this
would lead to positive outcomes for the project. However, the project manager had also assured
that these aspects would be improved in the later stages of the project and this could be useful for
the beneficial outputs and mitigation of gaps from their next ventures.
6. Literature Review
According to the literature being supported by Monghasemi et al. (2015), the method
used during the research study is considered to be an MCDM approach that would be
amalgamated with multi-objective optimization methods. This has been made use for capitalizing
over the strengths of each of the optimization methods and ranking them accordingly. The
research study being focused in the literature is based on construction projects. The research
study being conducted focuses on the impact of decisions that would be made during the
conceptual design phase and which would have a major impact over the construction engineering