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071 Maturity Assessment
This document discusses organizational project management maturity assessments. It provides an overview of the purpose and objectives of assessments, which are to evaluate an organization's project management practices, identify gaps, and provide recommendations to improve capabilities. A five-level model is described that organizations can use to stage continuous improvements, from informal practices to optimized processes. Conducting regular assessments can help organizations benchmark progress and prioritize further developments.
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Identification of social, technological, and managerial factors affecting project management.
Project management drives change and value addition in organizations, emphasizing competitive advantage.
Challenges of limited funding and resources impacting project selection and execution.
A strong management team enhances business procedures, project deliverables, and organizational morale.
Higher project management maturity leads to better organizational performance through continuous improvement.
Assessing current capabilities, gaps, and providing guidance for project management improvements.
Introduction to maturity models for project management, improving assessment practices, and focusing on effective change.
Establishing a five-level scale for maturity assessments, enabling benchmarking and comparison across industries.
Description of Level 1 maturity: ad hoc project management characterized by inconsistent practices.
Level 2 practices focus on basic management controls and document processes for enhanced organization.
Details on resource assignment, work effort estimation, and ensuring team members manage multiple tasks.
Establishing and managing performance baselines, budget work packages, and monitoring project progress.
Emphasizing advanced risk management and communication techniques in high-risk, complex projects.
Strategic management practices at Level 4, including PMOs supporting portfolio decisions and team execution.
Reporting against corporate metrics and conducting project oversight through regular reviews and assessments.
Focus on continuous improvement of project management practices to enhance decision-making and project outcomes.
Overview of the assessment approach including planning, administration, findings, and validations.
Encouragement to learn more about using assessment results in project management practices.
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071 Maturity Assessment
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- 3. Organizational Maturity Assessment • Project managementis about managing change and achieving business objectives. Organizational Maturity Assessment • The rapidly changing work environments for many companies is pushing them to apply the principles and practices of modern project management.
- 4. Organizational Maturity Assessment • It isthrough successful completion of projects that organizations add value to better serve their clients. Organizational Maturity Assessment • It is about how competitive they are in nation and international market.
- 5. There are restrictedsources of funding the company is willing to invest in new/improved products, services, business process, and technology. There are limited resources available to companies.
- 6. Due to theseorganizational and budgetary constraints, management team must not only make the difficult decisions to select only certain projects for execution, but to defer or cancel others as well.
- 7. Strong management team leads to: more effectivebusiness procedures higher quality deliverables lower project costs
- 8. Effective way of controllingKPI’s higher project team morale Strong teamwork added value for the entire organization
- 9. Organizations strive to reachhigher project management maturity because it is directly correlated to improved organizational performance.
- 10. The primary purposeof the assessment is to : It provides a model for staged continuous improvement in project management practices.
- 11. Organizational Maturity Assessment • To evaluatethe maturity of project management practices within an organization. Organizational Maturity Assessment • To provide recommendations to improve overall project delivery capability.
- 12. Organizational Maturity Assessment • A properlyperformed assessment can also serve as the fulcrum of positive project management change in the organization (Bush and Dunaway, 2005). Organizational Maturity Assessment • Organizational project management maturity assessments are designed to accomplish the following objectives:
- 13. Organizational Maturity Assessment • Measure theability of the organization’s collective project management staff to repeatedly deliver projects that meet specifications, on time and within budget. Organizational Maturity Assessment • Identify gaps in current project management capabilities.
- 14. Organizational Maturity Assessment • Provide afoundation for improvement and guidance for advancement in project management through prioritized, structured, and sequential improvements. Organizational Maturity Assessment • Provide an indicator of how effective the client’s organization is in meeting its goals in managing projects and meeting business objectives.
- 15. A stagedproject management organizational maturity model and maturity assessment process is a project management oriented approach, similar to other well-known models, such as: the Software Engineering Institute Capability Maturity Model (SEI CMM).
- 16. Organizational Maturity Assessment • An effectiveproject management maturity assessment adheres to the generic concepts for effective change that have been demonstrated to be successful for over a decade across industry standard models, but focuses on improving project management. Organizational Maturity Assessment • A project management organizational maturity model describes the key elements of a fully effective project management environment.
- 17. The five-level scaleis a common practice for maturity models. This commonality allows organizational ratings to be compared across industries or even across models. These elements are then used for benchmarking and evaluation.
- 18. Level 1 – Informal Level2 – Documented Level 3 – Integrated Level 4 – Strategic Level 5 – Optimized
- 19. Projects are oftensuccessful because of competent staff and their hard work. At this level project management is characterized as ad hoc and informal. Project management practices are performed inconsistently at different level.
- 20. Level-2 practices includethose that bring about basic management control. Level 2-By implementing a corporate culture that supports the methods, practices, and procedures of the project management practices. Project management practices for organizations at level 2 are documented and institutionalized across the organization.
- 21. Defining the scopeof work in a charter or statement of work (SOW) or other scope definition document and breaking the scope of work in a graphical work breakdown structure (WBS) Integration Scope,Time, Cost Procurement Management
- 22. Assigning resources and estimatingthe work effort based on: Planning and scheduling the work
- 23. 3-Also by adding, adding time to the base estimates for them to switch between activities) 1-work interruption factors 2-skill factors, and the part-time effect (accounting for when team members are working on multiple activities simultaneously
- 24. Maintaining a performancebaseline Budgeting work packages to cost accounts relating to functional areas
- 25. Managing changes tothe baseline and establishing a new baseline when increase in scope is approved, or performance indicates a new baseline is required Monitoring performance against the baseline and implementing corrective actions to maintain the baseline
- 26. High-risk, complex projects Advancedrisk management including quantitative risk assessment and risk response plans Advanced project management practices associated
- 27. Advanced communication techniques including: Measuringperformance through earned value management (EVM) Quality management, including applying effective quality control and quality assurance practices
- 28. Level 4 –Strategic Managing the environment embodied in power, politics, and stakeholder management. Human resource management, involving building and maintaining high-performing teams.
- 29. • An enterpriseproject management office (EPMO) and departmental PMOs both of which support management portfolio decisions and project team execution. • Robust strategic plans exist that are converted to strategic goals and measured through a corporate scorecard
- 30. Organizational Maturity Assessment • Projects reportagainst corporate scorecard metrics. Organizational Maturity Assessment • Portfolio and resource management is practiced including project selection and prioritization an ongoing review and management of the portfolio.
- 31. Executive oversightis evidenced by periodic project sponsor committees and control gate reviews that are conducted at major project milestones for reassessment of : 1. the project cost 2. Schedule 3. scope, 4. Quality 5. Risk 6. expected benefits to the organization followed by go/no-go decisions to continue to invest in the project
- 32. Organizational Maturity Assessment • At thisstage the organization demonstrates an emphasis on continuous improvement to its project management practices. Organizational Maturity Assessment • This level requires the organization to measure the effectiveness of its project management efforts/system and implement improvements to their project management processes, tools and techniques.
- 33. Organizational Maturity Assessment • The goalis to put improvements in place that would enable and/or support more timely decision-making, a reduction in project management costs and improved project performance.
- 34. Skipping Maturity Levels When Should OrganizationsUse Assessments? Assessment Approach AssessmentTeam Members
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- 37. Keys to Using AssessmentResults To learn more, visit www.hp.com