Assessment of the maturity of project management offices of government agencies of Kazakhstan: analysis, trends, and development prospects
Pubblicato online: 22 lug 2025
Ricevuto: 01 mar 2025
Accettato: 09 giu 2025
DOI: https://doi.org/10.2478/cejpp-2025-0006
Parole chiave
© 2025 Anar Yessengeldina et al., published by Sciendo
This work is licensed under the Creative Commons Attribution 4.0 International License.
Current maturity level of project management offices in the central government agencies of Kazakhstan_
| 1 | 1 | 2 | 3 | 1 | 2 | 2 | 1 | 1 | 1.6 | |
| 2 | 3 | 3 | 2 | 3 | 2 | 2 | 3 | 2 | 2.4 | |
| 2 | 1 | 1 | 2 | 1 | 1 | 1 | 2 | 1 | 1.3 | |
| 1 | 1 | 2 | 3 | 1 | 2 | 2 | 1 | 2 | 1.7 | |
| 1 | 1 | 2 | 2 | 1 | 1 | 2 | 1 | 2 | 1.4 | |
| 2 | 2 | 2 | 1 | 1 | 3 | 3 | 1 | 1 | 1.8 | |
| 3 | 2 | 3 | 2 | 2 | 2 | 1 | 3 | 1 | 2.1 | |
| 1 | 2 | 3 | 3 | 2 | 2 | 3 | 3 | 2 | 2.3 | |
| 1 | 1 | 2 | 2 | 3 | 2 | 1 | 1 | 1 | 1.6 | |
| 1 | 1 | 1 | 2 | 2 | 1 | 1 | 1 | 1 | 1.2 | |
| 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 2 | 1.1 | |
| 1 | 1 | 2 | 2 | 3 | 3 | 2 | 3 | 1 | 2.0 | |
| 2 | 3 | 3 | 3 | 2 | 2 | 2 | 3 | 1 | 2.3 | |
| 3 | 3 | 4 | 4 | 5 | 2 | 2 | 3 | 1 | 3.0 | |
| 1 | 1 | 2 | 2 | 1 | 1 | 1 | 1 | 2 | 1.3 | |
| 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1.0 | |
| 3 | 4 | 4 | 4 | 5 | 2 | 2 | 3 | 1 | 3.1 |
Current maturity level of project management offices in the ministries of Kazakhstan_
| 4 | 4 | 3 | 5 | 3 | 3 | 2 | 2 | 1 | 3.0 | |
| 2 | 3 | 3 | 2 | 3 | 2 | 2 | 3 | 2 | 2.4 | |
| 2 | 1 | 1 | 2 | 1 | 1 | 1 | 2 | 1 | 1.3 | |
| 3 | 3 | 4 | 3 | 1 | 4 | 2 | 3 | 1 | 2.7 | |
| 1 | 1 | 2 | 2 | 1 | 1 | 2 | 1 | 1 | 1.3 | |
| 2 | 2 | 2 | 1 | 1 | 3 | 3 | 1 | 1 | 1.8 | |
| 3 | 4 | 3 | 5 | 4 | 2 | 3 | 3 | 1 | 3.1 | |
| 1 | 2 | 3 | 3 | 2 | 2 | 3 | 3 | 1 | 2.2 | |
| 1 | 1 | 2 | 2 | 3 | 2 | 1 | 1 | 1 | 1.6 | |
| 1 | 1 | 1 | 2 | 2 | 1 | 1 | 1 | 1 | 1.2 | |
| 2 | 4 | 3 | 5 | 2 | 1 | 1 | 2 | 3 | 2.6 | |
| 1 | 1 | 2 | 2 | 3 | 3 | 2 | 3 | 1 | 2.0 | |
| 4 | 4 | 3 | 3 | 5 | 4 | 5 | 3 | 3 | 3.8 | |
| 3 | 3 | 4 | 4 | 5 | 2 | 3 | 3 | 2 | 3.2 | |
| 1 | 1 | 2 | 2 | 1 | 1 | 1 | 1 | 1 | 1.2 | |
| 2 | 3 | 4 | 2 | 4 | 1 | 3 | 3 | 1 | 2.6 | |
| 5 | 4 | 4 | 5 | 4 | 3 | 3 | 1 | 1 | 3.3 | |
| 2 | 3 | 3 | 3 | 2 | 2 | 2 | 3 | 1 | 2.3 | |
| 2 | 3 | 3 | 3 | 2 | 2 | 2 | 3 | 1 | 2.3 | |
| 1 | 1 | 2 | 2 | 1 | 1 | 1 | 1 | 1 | 1.2 | |
| 1 | 1 | 2 | 2 | 1 | 1 | 1 | 1 | 2 | 1.3 |
Distribution of government agencies by maturity categories_
| 1.0–1.9 | Basic understanding of project management, but processes are applied inconsistently or reactively | 8 | 10 | 3 | ||
| 2.0–2.9 | Standardized processes exist, but they are not consistently applied or enforced across projects/agencies | 8 | 5 | 8 | ||
| 3.0–3.9 | Well-documented, formalized project management frameworks that are consistently followed across projects | 5 | 2 | 9 | ||
| 4.0–4.5 | Project management processes are quantitatively measured and continuously improved | 0 | 0 | 0 | ||
| 4.6–5.0 | Project management is fully embedded in governance structures, driving continuous innovation | 0 | 0 | 0 |
Comparative characteristics of the competence of the manager and the chief of staff of the government agency of the Republic of Kazakhstan_
| 1 | Integration management | Integration management |
| 2 | Stakeholder engagement | Stakeholder engagement |
| 3 | Content management | |
| 4 | Resource management | Resource management |
| 5 | Managing deadlines | Managing deadlines |
| 6 | Cost management | Cost management |
| 7 | Risk management | |
| 8 | Quality management | |
| 9 | Procurement management | Procurement management |
| 10 | Communications management | Communications management |
Results of the project management office maturity t-test_
| General description of the government agency | 1.5766 | 0.1239 | 0.4848 | 0.6311 |
| Management control | 1.8666 | 0.0701 | −1.1199 | 0.2696 |
| Benefits management | 1.3992 | 0.171 | −1.7925 | 0.0809 |
| Financial management | 1.6084 | 0.1165 | −0.6599 | 0.5132 |
| Stakeholder engagement | 0.8377 | 0.408 | −1.7558 | 0.087 |
| Risk management | 0.8675 | 0.3916 | −2.5131 | 0.0162 |
| Organizational governance | 1.38 | 0.1764 | −2.394 | 0.0217 |
| Resource management | 0.672 | 0.5062 | −1.4623 | 0.1517 |
| Overall organizational project management maturity | −0.1049 | 0.917 | −1.8952 | 0.0664 |
A self-assessment survey tool used for assessing the maturity of project management offices of a government agency_
| 1 | General description of the government agency |
a) Management processes are usually not documented or absent; they can be managed according to individual management preferences b) GA has key employees with specialized knowledge, thanks to which the authority is able to repeat past achievements. However, there may be an unclear distribution of responsibilities, uncertainty, and inconsistency in the objectives of the activity c) Management and technical processes are documented, standardized, and integrated with other management processes of GA. The top management is involved in the management and actively supports it d) The activities of GA are controlled using quantitative management methods. The authority sets quantitative goals in the field of quality and productivity e) GA is mainly focused on optimizing processes that are managed using quantitative methods |
| 2 | Management control |
a) Projects are implemented and managed according to the individual preferences of the management b) The GA staff understands the concept of project management; the authority has its own experts, experienced project managers working on key projects c) GA has a centralized and documented approach to the project management lifecycle, which is applied to all projects by specially trained staff d) Project management is a key change management tool in GA. The project focuses on improving the implementation process by measuring and analyzing performance e) To achieve the goals of GA, a project approach is applied, which is generally accepted and considered optimal for implementing changes in the body |
| 3 | Benefits management |
a) GA is somewhat aware that the concept of economic benefits is different from the concept of project outputs b) Economic benefits are a necessary element of the implementation of projects in GA c) There is a permanent structure in GA to identify the economic benefits resulting from the project and monitor their implementation. This structure is managed centrally d) Economic benefits management is integrated into the project management system. Much attention is paid to the effectiveness of GA, which is determined by the results of projects e) Economic benefits management is integrated into the organizational approach to change management and is part of the organizational strategy |
| 4 | Financial management |
a) There is little or no financial management at the project level, reporting on project expenditures and monitoring them b) The total cost of the project is not tracked, and there is no reporting on it c) GA has centrally established standards for financial management of the project lifecycle d) GA is able to effectively prioritize investment opportunities, taking into account the availability of financial resources f) The financial control of an individual project is fully integrated into the financial control of GA |
| 5 | Stakeholder engagement |
a) Involvement of stakeholders and communication with them is rarely carried out b) Some projects take into account the interests of stakeholders, but this is due more to the personal initiative of project managers than to the structural approach used in GA c) GA uses a centralized and structured approach to involve stakeholders in the project and communicate with them. This approach is used in the implementation of all projects d) Special methodologies are used to analyze and effectively involve stakeholders in the project. Quantitative methods serve as the basis for evaluating the achieved effectiveness e) Communication with stakeholders is optimized due to extensive knowledge about them, which contributes to the achievement of project objectives. Actions are being taken to continuously improve the processes of involving stakeholders in the project and working with them |
| 6 | Risk management |
a) It is carried out minimally. The risks are documented, but there is no active management of them b) It is used in projects, but there is variability in approaches to risk management, which leads to different levels of its effectiveness c) It is based on a centralized process that is related to the organizational risk management policy and is applied continuously d) It is effectively used and implemented in the GA management system f) It is embedded in the organizational culture and underlies decision-making within the framework of projects. In GA, actions are being taken to continuously improve risk management processes |
| 7 | Organizational governance |
a) Informal project management is carried out, but there is no clear formal definition of roles in the project b) From an organizational point of view, project management is beginning to take shape. Roles and responsibilities are fickle, as are lines of responsibility c) Centralized organizational control applies to all projects d) There are transparent decision-making processes within the project, which are implemented in organizational governance. Project management responsibilities are included in the role descriptions f) The lines of responsibility are clearly traced to the level of senior management, and the responsibilities of employees are clearly defined |
| 8 | Resource management |
a) The need for effective resource management for the successful implementation of projects is formally recognized b) The allocation of resources in GA is carried out according to the appropriate approach to their planning and management. However, there is a lack of consistency when using this approach c) GA has a centrally established set of procedures and management processes for allocating, planning, and managing resources d) Resource management is considered at the strategic level of GA f) Resources are optimally allocated. Actions are being taken to continuously improve resource management processes |
| 9 | Overall organizational project management maturity |
a) GA recognizes the difference between a project and a day-to-day activity. Projects can be implemented informally, without specific standards, processes, and control systems b) Each project is implemented using procedures that meet a certain standard c) There are in-house project management processes that are centrally controlled d) Data on the effectiveness of project management is documented and used to improve its quality, as well as to predict future results f) Continuous improvement of project management processes, as well as proactive management of problems and technologies are carried out to measure the effectiveness of projects and optimize processes |
Average Maturity Level of PMOs by Indicator and Agency Type (see Appendix 3 for detailed data)_
| General description | 2.1 | 1.6 | 2.0 | 1.18 | 0.80 | 0.69 | 1 | 1 | 1 | 5 | 3 | 3 |
| Management control | 2.4 | 1.7 | 2.8 | 1.24 | 0.99 | 1.15 | 1 | 1 | 1 | 4 | 4 | 5 |
| Benefits management | 2.7 | 2.2 | 3.2 | 0.91 | 0.97 | 0.81 | 1 | 1 | 2 | 4 | 4 | 4 |
| Financial management | 2.9 | 2.3 | 3.1 | 1.24 | 0.92 | 1.12 | 1 | 1 | 1 | 5 | 4 | 5 |
| Stakeholder engagement | 2.4 | 2.1 | 3.2 | 1.36 | 1.34 | 1.27 | 1 | 1 | 1 | 5 | 5 | 5 |
| Risk management | 2.0 | 1.8 | 2.8 | 1.00 | 0.66 | 0.91 | 1 | 1 | 2 | 4 | 3 | 5 |
| Organizational governance | 2.1 | 1.7 | 2.8 | 1.04 | 0.69 | 0.83 | 1 | 1 | 2 | 5 | 3 | 4 |
| Resource management | 2.1 | 1.9 | 2.5 | 0.94 | 0.99 | 0.83 | 1 | 1 | 1 | 3 | 3 | 4 |
| Overall organizational project management maturity | 1.3 | 1.4 | 1.8 | 0.66 | 0.49 | 0.89 | 1 | 1 | 1 | 3 | 2 | 4 |
| 2.2 | 1.9 | 2.7 | - | - | - | - | - | - | - | - | - |
Variance analysis of maturity of project management offices_
| General description of the government agency | 1.4679 | 0.2393 |
| Management control | 4.2561 | 0.0191 |
| Benefits management | 4.8085 | 0.0119 |
| Financial management | 2.5051 | 0.0909 |
| Stakeholder engagement | 3.2983 | 0.0444 |
| Risk management | 6.4913 | 0.0029 |
| Organizational governance | 7.4649 | 0.0014 |
| Resource management | 2.1856 | 0.1221 |
| Overall organizational project management maturity | 2.7263 | 0.0743 |
Current maturity level of project management offices in the regional executive agencies of Kazakhstan_
| 1 | 1 | 2 | 3 | 1 | 2 | 2 | 1 | 1 | 1.6 | |
| 2 | 3 | 3 | 2 | 3 | 2 | 2 | 3 | 2 | 2.4 | |
| 2 | 3 | 3 | 4 | 5 | 3 | 3 | 2 | 2 | 3.0 | |
| 2 | 4 | 4 | 4 | 3 | 5 | 4 | 4 | 4 | 3.8 | |
| 2 | 3 | 4 | 2 | 3 | 3 | 4 | 1 | 2 | 2.7 | |
| 2 | 2 | 2 | 1 | 1 | 3 | 3 | 1 | 1 | 1.8 | |
| 3 | 2 | 3 | 5 | 4 | 3 | 4 | 3 | 2 | 3.2 | |
| 1 | 2 | 3 | 3 | 2 | 2 | 3 | 3 | 1 | 2.2 | |
| 2 | 4 | 4 | 5 | 3 | 3 | 2 | 3 | 2 | 3.1 | |
| 2 | 5 | 3 | 4 | 4 | 3 | 2 | 2 | 2 | 3.0 | |
| 2 | 3 | 2 | 2 | 2 | 3 | 4 | 2 | 2 | 2.4 | |
| 1 | 1 | 2 | 2 | 3 | 3 | 2 | 3 | 1 | 2.0 | |
| 2 | 4 | 4 | 3 | 5 | 5 | 3 | 3 | 3 | 3.6 | |
| 3 | 3 | 4 | 4 | 5 | 2 | 2 | 3 | 1 | 3.0 | |
| 1 | 1 | 2 | 2 | 3 | 2 | 2 | 2 | 1 | 1.8 | |
| 1 | 2 | 4 | 2 | 4 | 3 | 3 | 2 | 1 | 2.4 | |
| 3 | 4 | 4 | 4 | 5 | 2 | 2 | 3 | 1 | 3.1 | |
| 2 | 3 | 3 | 3 | 2 | 2 | 2 | 3 | 1 | 2.3 | |
| 2 | 4 | 3 | 3 | 2 | 2 | 4 | 3 | 3 | 2.9 | |
| 3 | 2 | 4 | 4 | 3 | 2 | 3 | 3 | 3 | 3.0 |
A semi-structured focus group outline_
| 1 | Accuracy of self-assessment results | Do you feel that the self-assessment results accurately reflect the current level of project management maturity in your agency? |
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| 2 | Factors explaining maturity differences | What factors, in your opinion, explain the differences in maturity levels between regional and central agencies? |
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| 3 | Barriers to advancing maturity | What are the key internal or external barriers that hinder your agency’s ability to advance to a higher maturity level? |
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| 4 | Enablers and success practices | Can you share any practices or decisions that helped strengthen project management in your agency? |
| 5 | Recommendations for improvement | What actions or support measures would help improve project management maturity in the public sector? |
| 6 |
Do you think the survey tool captured the reality of project management in your agency? |