Using the Project Management Maturity Model

The industry validated Project Management Maturity Model developed by Dr. Harold Kerzner--updated and expanded

Using the Project Management Maturity Model offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This Third Edition includes maturity metrics, examples of Project Management Maturity Model (PMMM) reports, a new chapter on the characteristics of effective PMMM, assessment questions that align with the PMBOK® Guide--Sixth Edition, all-new illustrations that define advanced levels of maturity, assessment tools for organizations using traditional PM methods, and detailed guidance for organizations using Agile and Scrum.

Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is broken down into three major parts. The first part discusses the principles of strategic planning and how it relates to project management, the definition of project management maturity, and the need for customization. The second part details the Project Management Maturity Model (PMMM), which provides organizations with general guidance on how to perform strategic planning for project management. The third part of the book looks at some relatively new concepts in project management such as how assessments can be made to measure the firm's growth using PM 2.0 and PM 3.0.

• Features customizable maturity model assessment tools for organizations of all sizes

• Includes assessment questions updated to line up with PMBOK® Guide--6th Edition

• Offers detailed guidance on applying the maturity model for Agile and Scrum

• Includes PowerPoint decks to aid in teaching the maturity model

Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is an ideal book for senior level and middle level corporate managers, project and team managers, engineers, project team members, and business consultants. It also benefits both business and engineering students in courses on advanced project management.

Auteur

HAROLD KERZNER, PHD, is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP® credential holder or global equivalent each year.

Contenu
Preface xi

Introduction xiii

Chapter 1 The Need for Strategic Planning for Project Management 1

Introduction 1

Misconceptions 1

Project Management Becomes a Strategic Competency 3

General Strategic Planning 4

Participation by the Project Manager in Strategic Planning 5

What Is Strategic Planning for Project Management? 7

Executive Involvement 13

Critical Success Factors for Strategic Planning 13

Identifying Strategic Resources 14

Why Does Strategic Planning for Project Management Sometimes Fail? 17

Concluding Remarks 19

Chapter 2 The Need to Plan for Project Management Maturity 21

Introduction 21

The Need for a PMMM 21

Other Purposes for the PMMM 23

Defining Project Management Maturity 24

Advantages of Using a PMMM 25

Disadvantages of Using a PMMM 26

Selecting a PMMM 27

Changing the Strategic Direction 27

Maturity and Core Competencies 28

Maturity and Assessment Timing 28

The Importance of Intangible Maturity Metrics 29

Chapter 3 Customizing the PMMM 31

The Need for PMMM Customization 31

Understanding Customization 31

Issues with Public-Sector Project Management Maturity 32

Olympic Games Project Management Maturity 35

Capturing Olympic Games Lessons Learned 36

Chapter 4 An Introduction to the Project Management Maturity Model (PMMM) 39

Introduction 39

The Foundation for Excellence 40

Overlap of Levels 41

Risks 43

Assessment Instruments 44

Chapter 5 Level 1: Common Language 45

Introduction 45

Roadblocks 46

Advancement Criteria 47

Risk 47

Assessment Instrument for Level 1 48

Questions 48

Answer Key 61

Explanation of Points for Level 1 63

Opportunities for Customizing Level 1 63

Chapter 6 Level 2: Common Processes 65

Introduction 65

Life Cycles for Level 2 66

Roadblocks 68

Advancement Criteria 69

Risk 69

Overlapping Levels 70

Assessment Instrument for Level 2 70

Questions 71

Explanation of Points for Level 2 74

Opportunities for Customizing Level 2 74

Chapter 7 Level 3: Singular Methodology 75

Introduction 75

Integrated Processes 76

Culture 78

Management Support 79

Informal Project Management 80

Training and Education 80

Behavioral Excellence 82

Roadblocks 83

Advancement Criteria 83

Risk 83

Overlapping Levels 84

Assessment Instrument for Level 3 84

Questions 84

Answer Key 92

Explanation of Points for Level 3 94

Opportunities for Customizing Level 3 95

Chapter 8 Level 4: Benchmarking 97

Introduction 97

Characteristics 98

The Project Office or Center of Excellence 99

Benchmarking Opportunities 100

Roadblocks 102

Advancement Criteria 103

Assessment Instrument for Level 4 103

Questions 103

Explanation of Points for Level 4 106

Opportunities for Customizing Level 4 107

Chapter 9 Level 5: Continuous Improvement 109

Characteristics 109

Continuous Improvement Areas 110

The Never-Ending Cycle 112

Examples of Continuous Improvement 113

Developing Effective Procedural Documentation 113

Project Management Methodologies 119

Continuous Improvement 120

Capacity Planning 121

Competency Models 122

Managing Multiple Projects 124 &l...