Project Management Maturity And Performance Gaps In Algeria’s Construction Sector: A Survey-Based Assessment

Abstract

This study examines the use of project management practices in Algerian construction companies and their impact on overall project performance. Despite the growing importance of project management in the global construction industry, limited research has explored its adoption in developing countries, particularly in Algeria.A quantitative, cross-sectional survey was conducted over nine months with 54 construction firms (an effective response rate of about 27%) using a structured questionnaire covering project organisation, project management (PM) practices, and performance outcomes. The findings indicate moderate but insufficient implementation levels, with average scores of 3.62 for project organisation, 3.67 for PM practices, and 3.48 for project performance (on a five-point scale). Notably, 75% of firms have very few certified PM professionals and 79.2% report no formal certifications, although 52.4% have established Project Management Offices (PMOs). The results reveal a clear gap between the adoption of PM practices and the performance achieved, interpreted as an association rather than a causal effect given the cross-sectional design. The main contribution of this study is to quantify this implementation–performance gap in the Algerian construction sector and to identify the human-capital (certification) deficit as its principal weak link, offering transferable, practice-oriented insights for improving performance in comparable developing contexts.