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.
Table of Contents:
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
End-of-Phase Review Meetings 125
Strategic Selection of Projects 126
Portfolio Selection of Projects 129
Horizontal or Project Accounting 131
Organizational Restructuring 133
Career Planning 134
Assessment Instrument for Level 5 135
Questions 135
Explanation of Points for Level 5 137
Opportunities for Customizing Level 5 137
Chapter 10 Sustainable Competitive Advantage 139
Introduction 139
Strategic Thrusts 140
The Need for Continuous Improvement 143
Project Management Competitiveness 143
Products versus Solutions 144
Enterprise Project Management 145
Engagement Project Management 146
Chapter 11 Advanced Project Management Maturity Assessments 147
Introduction: Changing Times 147
Redefining Maturity from PM 1.0 to PM 2.0/3.0 147
Some Critical Issues with PM 1.0 149
The Need for PM 2.0 150
The Need for PM 3.0 153
Criticisms of PM 2.0 and PM 3.0 154
Implementing Continuous Improvement Changes 155
How to Update the Assessment Instruments 157
Changing Definitions for PM 2.0 and PM 3.0 158
Assessing Maturity for PM 2.0 and PM 3.0 159
Statements 159
Measuring Intangible Benefits and Value 164
Customizing PM 2.0 and PM 3.0 Assessments 165
PMMM and the Agile Environment 171
Chapter 12 How to Conduct a Project Management Maturity Assessment 173
Introduction 173
Find Ways to Bypass the Corporate Immune System 173
Explain Why You Are Doing This 174
Pick the Model that Is Best for Your Organization 175
Maturity Models: How Do They Compare? 176
Create the Right Fit 176
Choose an Appropriate Delivery Method 177
Establish Responsibility 180
Decide Who Should Participate 181
Turn the Results into an Action Plan 182
Develop a Remedial Training Curriculum 183
Keep Top Management Informed 183
Virtual Reporting 184
Benchmark Your Results to Others 184
Do It Again 185
Chapter 13 Using the PMMM to Extract Best Practices 187
Introduction 187
The Best Practices Process 188
Step 1: Definition of a Best Practice 189
Step 2: Seeking Out Best Practices 190
Step 3: Validating the Best Practice 191
Step 4: Levels of Best Practices 192
Step 5: Management of Best Practices 193
Step 6: Revalidating Best Practices 194
Step 7: What to Do with a Best Practice 194
Step 8: Communicating Best Practices Across the Company 195
Step 9: Ensuring Usage of the Best Practices 196
Common Beliefs 196
Best Practices Library 197
Best Practices and the PMMM 199
Chapter 14 Case Studies 201
Case 1: Simone Engineering Company 201
Case 2: NorthStar Software Company 202
Case 3: Colmar Automotive 203
Case 4: Ferris HealthCare, Inc. 204
Case 5: Clark Faucet Company 205
Case 6: Macon, Inc. 207
Case 7: The Blue Spider Project 209
Case 8: Corwin Corporation 221
Case 9: The Trophy Project 230
Appendix The Kerzner Project Management Maturity Model 235
XXXX KPMMM 235
Introduction 237
Respondents by Project Roles and Countries Represented 241
Executive Overview of the Assessment Results 242
Level 1: Common Language (Max 800) 244
Level 2: Common Processes (Max 60) 251
Level 3: Singular Methodology (Max 210) 256
Level 4: Benchmarking (Max 75) 260
Level 5: Continuous Improvement (Max 48) 262
A Study of Level 1 Performance 263
A Study of Level 2 Performance 267
A Study of Level 3 Performance 271
A Study of Level 4 Performance 275
A Study of Level 5 Performance 279
Suggested Actions 283
Index 285
About the Author :
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.
