Program management organization maturity integrated model for mega construction programs in China

Maturity models can improve the effectiveness and capability of the organizations. However, the existing maturity models are only for one single organization and cannot deal with the specific problems of mega construction programs (MCPs) in China. The program management subjects of MCPs in China consist of the owner, the general design contractor, and the general construction contractor, which are not mature in the organizational management and process management. This paper presents a program management organization maturity integrated model for MCPs (PMOMIM-MCPs) in China, which integrates the program management subjects of MCPs and can improve the capability of them. Two submodels of PMOMIM-MCPs—Organizational Management Submodel (OMS) and Process Management Submodel (PMS) are given. In the end, a case study is given to justify and optimize the model.

Research highlights
► We present the organizational structure of mega construction programs in China.
► We talk about the management problems of mega construction programs in China.
► The problems lie in organizational management and process management.
► We propose a new maturity model to improve the capability of the managements.
► A case study is given to justify the model.