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

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.