Project Management Maturity Model (Pmmm)

Project Management Maturity Model (Pmmm)

T N E M E G A N A M T C

PROJE L E D O M Y MATURIT ( PM M M ) A B P

IM P , P M P IM P ERIC MELTON, 21 FEB 2019

AGENDA PMMM OVERVIEW PROJECT MANAGEMENT INSTITUTE (PMI) ORGANIZATIONAL PROJECT MANAGEMENT MATURITY MODEL (OPM3) SOFTWARE ENGINEERING INSTITUTE (SEI) CAPABILITY MATURITY MODEL (CMM) PROJECT MANAGEMENT SOLUTIONS, INC. (PM SOLUTIONS) CEO J. KENT CRAWFORD PMMM LEVELS AND RECOMMENDED TOOLS SUMMARY

PMMM OVERVIEW THE EVOLUTION OF PROJECT MANAGEMENT TYPICALLY LAGS BEHIND DEVELOPMENT OF OTHER CAPABILITIES WITHIN A COMPANY (CRAWFORD, 2006). ORGANIZATIONAL MATURITY > BUSINESS STRATEGY > BUSINESS VALUE ITIL PEOPLE, PROCESS, TECHNOLOGY MATCH PROACTIVE EXECUTIVE ACTION IS OFTEN THE CATALYST TO ORGANIZATIONAL CHANGE BUT WHAT PROGRAMS, AND TO WHAT LEVELS?

PMI OPM3 PMI ORGANIZATIONAL PROJECT MANAGEMENT MATURITY MODEL (OPM3 2013) ALIGNMENT OF AN ORGANIZATIONS PROJECTS TO ITS STRATEGIC GOALS 3-DOMAIN STRUCTURE: PROJECTS, PROGRAMS, PORTFOLIO 3-PHASE IMPLEMENTATION: KNOWLEDGE, ASSESSMENT, IMPROVEMENT FIVE-STEP ITERATIVE CYCLE; EMPHASIZES ASSESSMENT AND CONTINUOUS IMPROVEMENT, AND THE ADOPTION AND ENHANCEMENT OF BEST PRACTICES SEI - CMM

SOFTWARE ENGINEERING INSTITUTE (SEI) CAPABILITY MATURITY MODEL (CMM) GOAL: TO PRODUCE CONSISTENT PRODUCTS AND SUPPORT THROUGH AN EVOLUTIONARY PROCESS OF CONTINUOUS IMPROVEMENT. DETERMINES EFFECTIVENESS IN

DELIVERING QUALITY SOFTWARE. PM SOLUTIONS: CRAWFORD PMMM INFORMS THE STRATEGIC PLAN PROACTIVE: ASSESS, SET DIRECTION, PRIORITIZE ACTIONS, BEGIN CULTURAL CHANGE THREE SPECIAL-INTEREST COMPONENTS THAT SIGNIFICANTLY INFLUENCE THE ADOPTION OF PROJECT MANAGEMENT PRACTICES: PROJECT OFFICE, MANAGEMENT OVERSIGHT, PROFESSIONAL DEVELOPMENT

LEVEL - 1 USE AD HOC OR EXPEDIENT PROCESSES MANAGEMENT AWARENESS START BY TRAINING PM FAMILIARITY, IMPLEMENTING BASIC PM THINKING, SETTING STANDARDS, AND FORMALIZING PROCESSES LEVEL - 2 BASIC PROCESSES, PROJECT-FOCUS MANAGEMENT SUPPORT; TRAINED PM PROFESSIONALS START TO IMPLEMENT MORE FORMAL PM, FOCUSING ON LARGE PROJECTS ONLY AT FIRST

LEVEL - 3 STANDARD, INSTITUTIONALIZED PROCESSES, ORGANIZATIONAL FOCUS ANALYSIS OF PROJECT PERFORMANCE IS CONDUCTED START TO USE SCRUM OR AGILE METHODOLOGIES, TO ALLOW SOME STREAMLINED PM FOR THE MORE SEASONED PMS TO EXECUTE WHERE IT MAY BE MORE EFFICIENT LEVEL - 4 INTEGRATED CORPORATE PROCESSES MANAGEMENT MANDATES COMPLIANCE WITH STANDARDS PROJECTS INFORM DATA-BASED DECISION-MAKING

START TO USE REPORTING TOOLS LIKE MICROSOFT PROJECT TO FURTHER FORMALIZE STANDARDS LEVEL - 5 OPTIMIZE PROCESSES TO MEASURE PROJECT EFFECTIVENESS AND EFFICIENCY, AND TO IMPROVE PROJECT PERFORMANCE MANAGEMENT FOCUS ON CONTINUOUS IMPROVEMENT START TO USE LEAN AND/OR SIX SIGMA TO IMPROVE PROCESSES SUMMARY

IMPLEMENTATION OF PMMM IS EXCELLENT FOR ALIGNING AN ORGANIZATIONS STRATEGIC GOALS TO ITS CORRESPONDING PROJECTS. THIS ENABLES THE ORGANIZATION TO RUN PROJECTS MORE EFFECTIVELY AND TO REALIZE SAVINGS BY IDENTIFYING AND ELIMINATING PROJECTS THAT DO NOT FIT THE ORGANIZATIONS STRATEGIC GOALS. IT ALSO RAISES THE DISCIPLINES OF PROJECT MANAGEMENT FROM AN ADMINISTRATIVE ROLE TO STRATEGIC PLANNING FUNCTIONS, THEREBY ENHANCING THE PRESTIGE OF PROJECT MANAGEMENT IN THE ORGANIZATION. FURTHERMORE, PROACTIVELY USING PMMM TO FEED THE STRATEGIC PLAN AND SET PRIORITIES HELPS AN ORGANIZATION CHOOSE METHODS AND TOOLS IN A MORE INFORMED FASHION. TOOLS ARE THEREFORE MORE EFFECTIVE, AND CHANCES OF SUCCESS AND PROGRESS ARE GREATLY INCREASED.

REFERENCES PMI ORGANIZATIONAL PROJECT MANAGEMENT MATURITY MODEL (OPM3 ) THIRD EDITION (2013). MATASSA, P. (2006). GROW UP ALREADY!AN OPM3 PRIMER. PAPER PRESENTED AT PMI GLOBAL CONGRESS 2006NORTH AMERICA, SEATTLE, WA. NEWTOWN SQUARE, PA: PROJECT MANAGEMENT INSTITUTE.

THE PROJECT MANAGEMENT MATURITY MODEL; CRAWFORD, J KENT. INFORMATION SYSTEMS MANAGEMENT; ABINGDON VOL. 23, ISS. 4, (FALL 2006): 50-58. WHAT IS THE CAPABILITY MATURITY MODEL? (CMM); SELECT BUSINESS SOLUTIONS; 2019.

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