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Assessment of the maturity of project management offices of government agencies of Kazakhstan: analysis, trends, and development prospects

Author

Listed:
  • Yessengeldina Anar

    (Candidate of Economic Sciences, Professor, Center for Analytical Research and Evaluation, Supreme Audit Chamber)

  • Baibussinova Zhanar

    (Master of Science, PMP, PRINCE2 Project Manager, Academy of Public Administration under the President of the Republic of Kazakhstan)

  • Kylbayev Yerlan

    (Candidate of Economic Science, Deputy Head of the Directorate of Economic Integration JSC «QazIndustry»)

Abstract

In recent years, Kazakhstan has actively adopted project management practices in the public sector to improve the efficiency of government programs, optimize resource use, and enhance transparency. A central element of this transformation has been the establishment of project management offices (PMOs) within government agencies. However, the maturity of these PMOs – and their capacity to support strategic objectives through advanced project management methods – remains underexplored, particularly in the context of developing and transitional economies. This study aims to contribute to the international discourse on public sector project management by assessing the maturity of PMOs in Kazakhstan using the Portfolio, Program, and Project Management Maturity Model (P3M3). Data were collected through a structured survey of public officials responsible for project oversight and analyzed using cluster analysis, analysis of variance (ANOVA), and descriptive statistics to identify maturity levels and common barriers. The findings revealed that the majority of PMOs are in the early stages of maturity (P3M3 levels 1 and 2), with limited institutional integration and inconsistent project governance practices. Key challenges include inadequate staff training, weak procedural frameworks, and poor alignment between project management activities and broader public administration systems. This study provides empirical evidence to support targeted interventions aimed at improving PMO maturity in government institutions. It offers a practical framework for policymakers, public managers, and researchers to design reforms that strengthen project governance and advance public sector performance in Kazakhstan and comparable contexts.

Suggested Citation

  • Yessengeldina Anar & Baibussinova Zhanar & Kylbayev Yerlan, 2025. "Assessment of the maturity of project management offices of government agencies of Kazakhstan: analysis, trends, and development prospects," Central European Journal of Public Policy, Sciendo, vol. 19(2), pages 111-129.
    • Handle: RePEc:vrs:cejopp:v:19:y:2025:i:2:p:111-129:n:1002
    DOI: 10.2478/cejpp-2025-0006
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    References listed on IDEAS

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    1. Muhammad Irfan & Sanam Zaib Khan & Nasruddin Hassan & Mazlan Hassan & Muhammad Habib & Salma Khan & Hadi Hassan Khan, 2021. "Role of Project Planning and Project Manager Competencies on Public Sector Project Success," Sustainability, MDPI, vol. 13(3), pages 1-19, January.
    2. Cao Hao Thi & Fredric William Swierczek, 2010. "Critical success factors in project management: implication from Vietnam," Asia Pacific Business Review, Taylor & Francis Journals, vol. 16(4), pages 567-589, October.
    3. Sreekumar Menon, 2024. "Best Practices and Implementation Challenges in Effective Project Management," International Business Research, Canadian Center of Science and Education, vol. 17(2), pages 1-66, April.
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