ANALYSIS OF PROJECT MANAGEMENT MATURITY LEVEL FOR SUGAR PLANT PROJECTS EXECUTION - THE CASE OF METALS AND ENGINEERING CORPORATION

Abstract

The Ethiopia government is now implementing the second five years growth and transformation plan (GTP) which focus in construction of Mega Projects in different sectors. Such as sugar factories, Hydro Power plants, rail-way projects, and many others. METEC is one of a leading national engineering company playing a key role in construction of production facilities like sugar factory, fertilizer factory and hydro power plant projects. The objective of this research is then to assess how mature the Project Management practice of METEC is in executing the Sugar Plant Projects using a project management maturity model. Data have been collected from the Management and Employees of ‘Omo kuraz one’ and ‘Beles’ sugar projects as well as s from the head office. A descriptive research type was used to study the subject area and results of the study shows; the level of project management maturity of METEC has reached the third Level of progressive stages of the maturity ladder. The degree or level of the Company’s Organizational project management maturity cannot be separated from that of its projects and therefore by implication the projects handled by METEC are also at Level three of project management maturity. In addition to the need to improve the level of project management maturity of METEC to the next level of maturities which are level 4 and 5, there are also some aspects of the project management knowledge areas lagging behind like Time Management, Cost Management and Risk Management which are still at are Level-2.