International Journal of Current Science Research and Review

An Indonesian waste treatment plant manufacturer company experienced several issues related to delivery project of the product Incinerator. The issues occurred mainly resulted in the project delay and cost overruns, which potentially impacted negatively to the project success. A company performance of running project can be measured in the form of Project Management Maturity analysis, it is can be interpreted as an organization's capability to manage projects successfully utilizing a standardized practice that has been improved and enhanced through time. The objectives of this research are to identify the root causes of the business issue, assessing the project management maturity of the company, formulate the proposed solutions, and developing the implementation plan. The assessment of the maturity level is done based on the PMBOK project management knowledge area that relevant to the business issue, namely Project Risk Management, Project Schedule Management, Project Resource Management, and Project Communications Management. The data analysis of this research involves gap analysis and root cause analysis. An analysis that related to the gaps between the existing condition and the next maturity level is conducted to identify the areas of improvement the company need to address. Furthermore, the root cause analysis is conducted to determine the root causes of the business issues. The result of the data analysis is then utilized to formulate the proposed solution for improvement and the implementation plan. The proposed solutions in this research are to develop a proper risk management practices and documentation, implement scope management, development of project scheduling, and improvement of project team management regarding the development of resource management and communications management.


INTRODUCTION 1.1 Background
In 2021, as the highest contributor to the Gross Domestic Product (GDP) in Indonesia, the manufacturing sector contributed 19.25% or 228.3 billion USD to the GDP [1]. However, despite of the high growth and contribution to GDP, the industry still experiencing a decline in 2020 due to the COVID-19 pandemic [2]. Nevertheless, despite the prevailing global economic challenges, political uncertainties, and the ongoing COVID-19 pandemic, the manufacturing sector in Indonesia has demonstrated remarkable growth, recording a substantial increase of 3.39% in 2021.

Figure 1. Growth of Manufacturing Sector in Indonesia
Project Management Institute (PMI) identifies the series of knowledge that generally recognized as excellent project management practices through its book Project Management Body of Knowledge (PMBOK). The term generally recognized means that the practices and knowledge provided are relevant to most projects most of the time, and there is consensus about their relevance and applicability. Meanwhile, the term excellent practice is related to to the application of knowledge, skills, tools, and methods to project management procedures can increase the likelihood of success throughout multiple projects in providing the anticipated business values and outcomes, according to good practice [7].

Project Management Maturity Model
Project Management Maturity refers to an organization's ability to manage projects effectively using standardized practices. As maturity increases, organizations can identify areas for improvement, such as risk identification, project estimate accuracy, resource allocation optimization, and stakeholder engagement. This enables targeted improvements to impact project outcomes, leading to increased efficiency, quality, and overall performance, ultimately achieving strategic objectives [6]. By assessing an organization's maturity level, it becomes easier to identify areas of weakness and focus on improving them, which can help to overcome the challenges and improve infrastructure effectively [8]. The method used in this research regarding to the maturity assessment of the project management is Project Management Maturity Model (PMMM) by PM Solutions Research [8]. This model assesses a company's level of project management maturity based on the implementation of practices and methodologies within the ten knowledge areas defined in the Project Management Body of Knowledge (PMBOK) and the maturity level charateristics proposed by PM Solutions Research. The following is the maturity levels:  Level 1: The Initial Process. All businesses and projects start at level 1, either the practices are not qualified for level 2 or there was no formal maturity assessment in place. Level 1 organizations generally involve reaction-driven and ad-hoc decision-making process and project management practices, and there are no standardized method or process present. Awareness of project management is also present but not officially a standard.  Level 2: Structured Process and Standards. The management on the level 2 organizations usually recognize the importance, supports, and encourages the use of project management practices. Basic project management processes and methodologies are being piloted, developed and utilized but only a standard for larger projects, while the smaller ones remain on the ad-hoc and informal processes. The cost, schedule, and technical performance of a project are all be tracked and measured using some fundamental metrics, though data collection and correlation can be done manually. The documentation of information of a project is frequently a combination of detailed and summary-level informations.  Level 3: Organizational Standards and Institutionalized Process. The business is implementing project management processes, institutionalized as the standard of the company, and repeatable to use for all of the projects, applying a more formalized documentation. The process of project management is generally automated, utilizing software and tools related to the processes.  project management is also present, the benchmarking is usually from other company both in the same and different industry. The project processes, challenges, and changes are evaluated based on metrics related to the estimation and calculation of cost, baseline, and earned value of the project.  Level 5: Optimized Process. The improvement and optimization of the project management processes is utilizing the lesson learned from the previous projects, focusing at improving project performance, identify weaknesses, anticipate issues, and enhance the project management processes. Knowledges and lessons learned from a project are consistently distributed to other project and team members.

CONCEPTUAL FRAMEWORK
This research involves the assessment project management maturity of components of the Project Management Knowledge Areas.
The assessed knowledge areas are the ones that related to the company's business issue, namely Project Risk Management, Project Schedule Management, Project Resource Management, and Project Communications Management. Furthermore, an analysis is conducted to address gaps of improvement areas the company need to overcome in order to advance to the next maturity levels. The conceptual framework of this research is illustrated in Figure.3.

RESEARCH METHODOLOGY
The proposed methodology for this research aims to determine the maturity level of the company in managing its projects, as well as identifying the root of the problems faced. This research's design is qualitative research. In qualitative research, narrative data collecting is utilized to investigate a certain issue or phenomenon. Qualitative measures, which incorporate any measure where the data are not recorded in numerical form, are the cornerstone of qualitative research. They start with the presumption that reality is subjective rather than objective and are exploratory and inductive in nature [9]. This research utilizes a semi-structured interview to comprehend both the business issue and the existing condition of Project Management practices. The semi-structured interview involves issuing questions related to the practices, behaviors, and knowledge that the company utilize in its practice of managing projects. The data gathered are then utilized as an input for the data analysis which consists of gap analysis of the project management maturity model and root cause analysis of the business issues, in order to formulate the business solutions and also to draw conclusions and make recommendations.

Level 3
Planning Risk Management is done routinely before each project. Develop template of a comprehensive risk management plan.

Identify Risks Level 1
Risk identifications are reactive rather than proactive. The risks are only discussed only on an ad hoc basis, not yet a routine.

Level 2
Develop a proper documentation of risk identification. Risk identification become routine for larger, visible projects.

Perform Risk Analysis
Level 1 The risk analysis does not involve systemic analysis to assess the impacts, probabilities, and the priorities. Primarily based on past experiences and speculations.

Level 2
Enhance the depth and comprehensiveness of the risk analysis. Involve evaluation of impact, probability, and priority using quantitative measures (numerical values) and qualitative measures (low, medium, high).

Risk Responses
Level 4 Risk responses are documented and integrated with other aspects of project management (e.g., cost, schedule, procurement)

Level 5
Establish a process of tracking project reserves involved in responding to risks. Lesson learned and evaluations are captured and used for continuous improvement

Level 2
Risk responses is wellimplemented and documented. Not yet a standard and not yet fully integrated with other project management aspect (i.e., schedule planning and changes) Level 3 Align risk response to change management of other project management aspects

Monitor Risks
Level 1 Risk reporting is done informally and not routine on weekly project meetings. No documentation regarding the risk progress.

Level 2
Develop a risk register that tracks the status of the risks. Establish a routine risk reporting in weekly meeting.

Project Schedule Management
The gap analysis of project schedule management includes Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Durations, Develop Schedule, and Control Schedule, it is depicted in Table 3 and are based on the result of the maturity assessment shown in Figure 6.    Table 4 and are based on the result of the maturity assessment shown in Figure 7.

Manage Communications
Level 2 Established an organized approach in collecting project report via a check sheet in hard copy format Level 3 Develop a formal information retrieval system that allows stakeholders to retrieve information from a specific repository, remotely and in real-time

Monitor Communications
Level 1 Project reports covering only basic project status, while performance and risks is handled on an ad hoc basis Level 2 Develop a report that covers detailed information of time and costs, integration with cost and schedule management

Project Resource Management
The gap analysis of project resource management includes Plan Resource Management, Estimate Activity Duration, Acquire Resources, Develop Team, Manage Team, and Control Resources. It is depicted in Table 5 and are based on the result of the maturity assessment shown in Figure 8.

Resources
Level 1 Lack of regular and detailed tracking of resource usage and utilization. Level 2 Develop plan and method for regular tracking of physical resource costs and usage, as well as monitoring human resource performance

Root Cause Analysis
Root cause analysis is a problem-solving technique that enables organizations to understand the underlying causes of problems and develop effective solutions. The primary goal of root cause analysis is to prevent the problem from recurring. By addressing the root causes, organizations can enhance their processes, prevent recurring issues, and drive continuous improvement. Root cause analysis utilizes various tools and techniques, such as fishbone diagrams (Ishikawa diagrams), fault tree analysis, 5 Whys, cause map, pareto analysis, process flowcharts, and statistical analysis. These tools help visualize the problem, identify potential causes, and facilitate structured analysis. As shown by Figure 9, this research utilizes cause map to analyze the root causes of the occurred issues. The root causes analysis itself are sequenced to each of the corresponding and related project management knowledge areas.

Implement Scope Management
Hence, this research proposes an implementation of scope management to help the company to enhance its project management maturity and answer the business issues, in order to improve its project performance in general. In traditional predictive or waterfall projects, the scope baseline consists of the authorized version of the project scope statement, the work breakdown structure (WBS), and the associated WBS dictionary [7]. The initial step is generating a scope statement template. The project scope statement is a comprehensive document that outlines the project's scope, deliverables, assumptions, and constraints. It covers both the project scope and the product scope, ensuring a shared understanding among stakeholders. It helps with detailed planning, guides project execution, manages stakeholder expectations, and prevents scope creep. The scope statement serves as a valuable tool for effective project management, promoting clarity, alignment, and evaluation of changes and additional work. It covers the description of product scope that elaborates the characteristics of the product or service, defined deliverables, the acceptance criteria of the project, and the exclusions. The proposed Scope Statement Template is shown in Figure 12.

Figure 12. Proposed Scope Statement Template
The next key step is the development of The Work Breakdown Structure (WBS). WBS is a hierarchical breakdown of the complete scope of work that needs to be performed by the project team in order to achieve the project objectives and deliver the required outcomes. It serves to organize and define the overall project scope, representing the work outlined in the currently approved project scope statement [10]. The following is the proposed WBS template in this research.

Improve Schedule Management
In the company's case, the assessment result of project management maturity regarding project schedule management depicts the company's struggles in solving the issue of project delay. This research proposes a development of project schedule management that aims to enhance the company capability of overcoming the issues and in the long run, the company is expected to continue to develop in order to establish a robust and reliable method schedule management. One of the key improvements is developing a reliable technique for the baseline of schedule planning of a project. The technique proposed in this research is Critical Path Method (CPM), a network-based approach used to coordinate activities, create schedules, and monitor project progress. It involves constructing a network diagram that represents the sequence of activities and their interdependencies. CPM provides important information about operation parameters such as earliest start and finish (ES and FS) times, latest start and finish (LS and LF) times, maximum available time, and also scheduling flexibility (slack time). By using CPM, project managers can identify the critical path, optimize the project timeline, and make informed decisions. CPM is widely utilized in various industries for efficient project planning and control, ensuring projects are completed within designated timeframes [11]. The initial steps of CPM are defining activities, estimating activity durations, and defining each activity dependency. Furthermore, a project network diagram and the value of ES, LS, EF, LF and the float can be calculated, these components are the input of the critical path definition. The result of the critical path calculation is described on Table 7.