Whether undertaken by a public or private organization, the successful completion of every project is of primary concern. However, literature has confirmed that most project success depends on adhering to good practices and are keenly documented in the Project Management Frameworks (PMFs). The purpose of this study is to explore the factors that affect the implementation of PMFs in Ghana. This is motivated by the dearth of academic literature concerning PMFs and their successful implementation in Ghana. A conceptual framework was developed grounded on the Capability Maturity Model (CMM) and the Critical Success Factors (CSFs) theory to achieve this aim. Four independent variables and the dependent variable were hypothesized to be tested to establish the success factors affecting PMFs implementation. Data were collected from 105 project management consultants, contractors, and other key stakeholders in Ghana and analyzed to establish the relationships between the hypothesized constructs. The findings indicate that Stakeholder Involvement (SI) and Top Management Support (TMS) influence the adoption of PMFs. However, Acceptability and Organizational Maturity (OM) does not influence the adoption of PMFs. Moreover, PMFs does not influence Project Success. This preliminary study has given us insights into the factors to consider when adopting PMFs in Ghana. Practically, key stakeholders should encourage project management consultants and contractors to accept the PMFs, which, when adhered to, will lead to project success which is contrary to what this study found.

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