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

2PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
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.

5PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
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

6PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
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
8
10
12
14
16
18
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

8PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
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
12
14
16
18 17
4 4
10
Management needs to adress Skill gaps
of Workers

9PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
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.

10PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
Agree Disagree Neutral Strongly
Agree Strongly
Disagree
0
2
4
6
8
10
12
14
16
18 16
3
6
9
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.

11PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
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

12PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
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

13PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
projects. The authors have discussed on the fact that costs incurred for a project could be an
agglomeration of different factors that would be required based on the completion of activities in
a successful manner. Indirect and costs are considered as two different methods of cost, which
could impact any construction project.
From the discussion of the literature, it can be discussed that cost is considered as one of
the primary aspect in relation to construction projects. The identified business problem
previously discussed on aspects of costs, which if not properly chosen might prove to have
negative impacts towards the project. Hence, the concerned literature also focuses on the
important aspect of cost, which needs to be properly be estimated for incurring greater future
returns.
The next discussion of literature have been presented by Al-Hazim, Salem and Ahmad
(2017) who have put emphasis on the primary research method during understanding the factors
that could lead towards cost overruns within construction projects. During this research method,
a major discussion had been focused on identification of project reports within the construction
sector. The research study focuses on the factors of delay leading to cost overruns over
infrastructure projects in Jordan. From the results gathered and following discussion over them,
the findings have led to understanding over the reasons costs incurred for the project would be
overrun. The findings have focused on the facts that different overruns in terms of cost could
occur due to difficulties faced by workers in reaching towards the work site, difficulties in work
type, issues for acquisitioning of land, delays in relocation of major utilities and future areas of
lack in civil services near the construction site. Another finding based on understanding the
factor of cost overrun is based on weather conditions that had been researched from the collected
sample.

14PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
From the understanding of the literature, it has been discussed that delay and cost
overruns could form a major negative impacts over the infrastructure projects, which hare under
development in Jordan. The identified business problems discusses on the fact that increase in
cost and exceeding budget for a project could occur due to many reasons. These could lead to
many kind of negative impacts towards the project. From the understanding of the literature
under discussion, it has been understood that weather and terrain conditions were the primary
factors leading to exceeding budget towards infrastructure projects.
Larsen et al. (2016) have performed the research based on the quantitative method for
collecting information based on gathering knowledge over the projects on construction. These
surveys have been designed for acquiring information from individuals. Using these processes,
the sampling method was used for determining the information level about the determined
population and information accuracy. The research on the literature focuses on the factors
affecting the cost overruns in public construction projects. From the review over the literature,
the key findings from the research have helped in understanding the factors leading to cost
overruns within the project. Challenges understood from the research and findings have focused
on the areas of public funded construction projects in relation to quality, cost and time. The
project manager would not be able to handle every kind of critical issue based on simply
focusing on complications in relation to budget or schedule.
The literature under focus discusses on the ways in which construction projects could
incur a major problem based on factors such as cost, quality and time. These problems could
majorly impact construction projects. The business problem identified in this report focuses on
the business problems affecting the construction projects in terms of cost overruns. Hence, the
literature is completely relevant as it also discusses on the same problem. This research further

15PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
discuses on the ways in which the discussed problems could be mitigated based on bringing
beneficial outcomes towards construction projects.
Iqbal et al. (2015) have focused on the research method based on using questionnaires for
the evaluation of risks within the construction industry. During the collection of data, the method
of questionnaires was only determined as the primary source of information gathering. The
questionnaire was mainly prepared through in-depth interviews conducted over industry
professionals. The literatures focuses on the discussion of risk management within the
construction industry. Hence, the different risks faced by the construction industry have been
clearly focused in the literature.
From the analysis over the results, an understanding had been gathered over the risks that
had been faced within the construction industry. The primary business problem in this report
focuses on cost-based risks leading to delays in construction projects. In many cases, it has been
seen funding problems made over construction projects could lead to risks based on progressing
over the next phase of work over the project. Delays in making payments could evolve as a
major funding problem, which ultimately leads to cost overruns. The literature in this discussion
focuses on the overall business problem based on cost-based risks occurring over the project.
Payment delays as discussed within the findings of the literature have led to maximum risks
incurred within the construction projects. Late payments that would be made to construction
contractors by the client proposing the project would lead to risks incurred over the construction
projects.
Senouci, Ismail and Eldin (2016) have focused on the research method within the
literature based on collection of data from project manager, department heads and planning

16PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
engineers. The ANOVA method had been used in this case for performing inference and data
analysis. The literature focuses on the discussion over the impact made by delays in time and
cost overruns over the overall impact made on construction projects. The literature helped in the
investigation of delays and cost overruns in Qatari public construction projects. From the
findings generated from the collection of data, it has been seen that the majority of the issues
within cost overruns were found in lump sum contracts, reimbursement contracts and unit-price
contracts. The various causes leading to cost overruns in the construction projects were: poor site
conditions, awarding contract to the lowest construction bidder, inaccuracy during cost
estimation approaches and unapproved changes proposed by clients.
The focused area of the literature discusses the major factors leading to cost overruns in
construction projects. This discussion within the literature purely aligns with the business
problem being identified in the report, which also focuses on improper cost management leading
to cost overruns and poor outcomes. This literature further focuses on reasons leading to cost
overruns such as rate of cost fluctuation in raw materials, political situations hampering the
project progress, market conditions and low employee work performance during the project
progress. From the understanding of the discussion, the factors leading to poor outcomes from
the project could be identified and thus proper measures have been discussed for handling such
situations.
7. Conclusion
The above scenario is based on understanding of the different key areas in project
management that needs to be considered greatly for having a greater benefit towards the project.
In the concerned case of the McNab Construction Company, it has been seen that although the

17PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
company has been able to deliver maximum number of successful cases of project, it can be
concluded that there are certain specific business problems that would be the leading causes of
problems towards the entire project. The maturity assessment that has been chosen for the case is
P3M3 that would help in deciding the better outputs that would be incorporated towards the
project. In the given aspect of the project, an analysis has been formed by interviewing and
surveying over some respondents. From the analysis of the data collected from the respondents,
it can be seen that the major areas of the business problem, which is being faced by the
organization is in terms of managing the aspect of cost in their various projects. Cost
management is a serious matter of concern in the present times and hence should be properly be
taken care of in the recent times. From the result derived from the analysis, the working
professionals over whom the survey had been conducted have focused on the fact that cost
management within their project management aspect is a major area of concern. Interview over
the project manager had been conducted and thus a conclusion had been derived that improper
estimation of project costs and poor management of human resources for the project have led to
such issues in project management for their various construction project. This discussed aspect
could be considered as the major case of business problem over their major construction projects.
The literature supported within the report focuses on the works of different authors while
understanding the areas that needs to be improved further for bringing positive impacts over the
project. Hence, these areas needs to be handled efficiently that would lead to positive outcomes
towards the project in the future.

18PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
References
Al-Hazim, N., Salem, Z.A. and Ahmad, H., 2017. Delay and cost overrun in infrastructure
projects in Jordan. Procedia Engineering, 182(2017), pp.18-24.
Iqbal, S., Choudhry, R.M., Holschemacher, K., Ali, A. and Tamošaitienė, J., 2015. Risk
management in construction projects. Technological and Economic Development of
Economy, 21(1), pp.65-78.
Larsen, J.K., Shen, G.Q., Lindhard, S.M. and Brunoe, T.D., 2016. Factors affecting schedule
delay, cost overrun, and quality level in public construction projects. Journal of Management in
Engineering, 32(1), p.04015032.
McNab. 2020. Mcnab. [online] Available at: <http://www.mcnab.net.au/> [Accessed 11 March
2020].
Monghasemi, S., Nikoo, M.R., Fasaee, M.A.K. and Adamowski, J., 2015. A novel multi criteria
decision making model for optimizing time–cost–quality trade-off problems in construction
projects. Expert systems with applications, 42(6), pp.3089-3104.
Nikkhou, S., Taghizadeh, K. and Hajiyakhchali, S., 2016. Designing a portfolio management
maturity model (Elena). Procedia-Social and Behavioral Sciences, 226, pp.318-325.
Senouci, A., Ismail, A. and Eldin, N., 2016. Time delay and cost overrun in Qatari public
construction projects. Procedia engineering, 164, pp.368-375.

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Titov, S., Bubnov, G., Guseva, M., Lyalin, A. and Brikoshina, I., 2016. Capability maturity
models in engineering companies: case study analysis. In ITM Web of Conferences (Vol. 6, p.
03002). EDP Sciences.

20PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
Appendix
Appendix 1: Interview
1. What are the primary challenges that your organization is facing in relation to project
management aspects?
In context of the challenges being faced by McNab, it can be seen that the company is
facing some major challenges based on managing the costs estimated for the project. However,
in some cases, it can be seen that the costs for the project are increasing tremendously and we
have to manage them by cutting or compromising on other project activities. This compromise
could prove to be fatal but we have to manage it anyhow so as to accommodate the project costs
so that we can complete the project accordingly.
2. Are there any recent cases in which you have encountered the discussed challenge within
any of your project?
Yes, in our last project we faced a similar issue of cost overrun in which the price of
materials that we were procuring had increased suddenly due to the rising prices of raw
materials. Although we had used a contingency budget estimation for the project, but it was out
of our expectation. The project costs had raised tremendously and thus we had to request the
owner of the project for more investment so that we can complete the project in a successful
manner. This could have made a serious impact over the final outcomes for the project.
3. What are the key reasons behind the cost escalation issues within your project?
The key reasons leading to the issues based on cost escalation for the project are:

21PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
a. Managing the cost and demands of stakeholders
b. Rising prices of materials in the unstable market conditions
c. Shortage of labors in the market
4. What are the primary techniques that you should approach for controlling the project
cost?
As per my understanding, the primary techniques that could be used for controlling the
project costs are:
a. We can perform a review over Earned Value. In this aspect we can determine the
project scope accordingly by working closely with the project manager and measure the project
performance. We would also be able to manage our resources accordingly by understanding the
real-time state and measure the performance as expected from the project.
b. We can conduct a regular form of performance review. With this technique, we can
understand the trend analysis, earned value analysis and variance analysis. We would alos
calculate the actual project performance and related cost aspects with the planned project
performance aspects. Based on this we would be able to understand the specific areas in which
we can make improvements and thus complete the project in a proper manner.
5. Would you be able to mitigate the particular gap in your next project?
Yes, we would be able to mitigate the particular gap within the next project and can
ensure that the project would be completed within exact budget and as per the project cost
allocated. We would also estimate the project costs based on the rising prices of materials in the
market.

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Appendix 2: Survey
The following set of questionnaire was circulated among 35 randomly chosen workers of
McNab Relationship Builders Company to collect information about the issues related to cost
management.
Demographic Questions
Sl. No. Questions Options
1 Please provide
the details of
your gender
Male Female Prefer Not to
say
2. Please
mention your
age
18-25
years
26-30
years
31-40 years More than
40
3. Your working
experience in
this company?
0-2 years 3-5 years 6-10 years More than
10 Years
Quantitative Questions
Sl. No Questions Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
1. To what
extent do you
agree that
effective cost
management
is primary
aspect of a
successful
construction
project?
2. To what
extent do you
agree that
your
organization
has been

23PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
facing issues
related to
cost
estimation
and cost
management
?
3. To what
extent do you
agree that
ineffective
cost
management
is the major
reason for
cost overrun
in the
projects
handled by
your
company?
4. To what
extent do you
agree that
management
needs to
address the
skill gap of
the workers
to reduce cost
overruns?
5. To what
extent do you
agree that
one of the key
reasons
behind the
escalation
cost issues of
your
organization,
is under-
estimation of

24PROJECT MANAGEMENT FOR MCNAB RELATIONSHIP BUILDERS COMPANY
project cost?
6. To what
extent do you
agree that
frequent
project
supervision
needs to be
imposed to
manage this
cost issue?
7. To what
extent do you
agree that
your
organization
needs to
improve the
site condition
to manage
this PM issue
of cost
overrun?