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

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.