The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
This document summarizes a presentation on project governance. It introduces key concepts of governance including structure, roles, principles and case studies. It discusses the importance of governance, defines related terms, and outlines the roles of the project sponsor and governance board. Examples are given of both successful and failed governance through case studies. Attendees are encouraged to get involved with the Governance SIG to further their knowledge.
Project portfolio management (PPM) aims to align projects with organizational strategy through assessing project proposals, allocating scarce resources, balancing project risk and size, and continually tracking projects. PPM is aimed at senior management who must ensure strategy and operations are integrated. It involves tasks like investment decision making, matching investments to objectives, and allocating assets. PPM helps improve project success rates and allows organizations to efficiently invest in opportunities critical to their future.
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
This document provides an overview of a presentation on project controls. The presentation covers topics like understanding project controls, the project control process, scope controls, cost controls, time controls, quality controls, and other areas. It is designed to be viewed rather than presented verbally, so the slides contain more explanatory text than is normal. The presentation has over 50 slides and is aimed at project management professionals.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
This document summarizes a presentation on project governance. It introduces key concepts of governance including structure, roles, principles and case studies. It discusses the importance of governance, defines related terms, and outlines the roles of the project sponsor and governance board. Examples are given of both successful and failed governance through case studies. Attendees are encouraged to get involved with the Governance SIG to further their knowledge.
Project portfolio management (PPM) aims to align projects with organizational strategy through assessing project proposals, allocating scarce resources, balancing project risk and size, and continually tracking projects. PPM is aimed at senior management who must ensure strategy and operations are integrated. It involves tasks like investment decision making, matching investments to objectives, and allocating assets. PPM helps improve project success rates and allows organizations to efficiently invest in opportunities critical to their future.
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
This document provides an overview of a presentation on project controls. The presentation covers topics like understanding project controls, the project control process, scope controls, cost controls, time controls, quality controls, and other areas. It is designed to be viewed rather than presented verbally, so the slides contain more explanatory text than is normal. The presentation has over 50 slides and is aimed at project management professionals.
This document discusses the elements, processes, and classifications of project management. It defines a project and project management. It outlines the five main processes of project management: initiation, planning, implementation, controlling, and closing. It also lists 11 elements of project management. Finally, it categorizes projects based on several classifications such as scale, technology, ownership, location, needs, and more. The document was prepared by students at Bhavnagar University for their project management course.
The Agile PMO: From Process Police to Adaptive Governance: This webcast provides techniques for an Agile PMO and discusses how those concepts are being applied in the industry. Presented by LitheSpeed.
This document discusses strategic project management and how it can help achieve market leadership. It defines strategic project management as project management that is purpose driven, thoughtful, and aligned with organizational aspirations. It provides examples of companies that exemplify market leadership through strategic project management. The document outlines how to implement strategic project management, including establishing a project vision, goals, and metrics aligned with organizational strategy and customer needs. It emphasizes that execution is key to success and that strategic project management is not a silver bullet but can make projects more meaningful if adopted with the right mindset.
The Project Management Process - Week 1Craig Brown
This document provides an overview of project management concepts. It discusses that projects have a definite beginning and end, and defines a project. It also outlines the five process groups that projects typically go through. Additionally, it explains the triple constraint of time, cost and scope that projects aim to balance, and introduces the nine knowledge areas of the project management framework. Finally, it emphasizes the importance of an integrated approach to managing all aspects of a project.
This document discusses project management. It defines a project as a combination of interrelated activities with well-defined objectives to be completed within a specific time period. Project management is then defined as the application of knowledge, skills, tools and techniques to project activities to meet requirements. The document outlines the importance of project management, including increasing project sizes, financial controls, and technology. It also discusses the benefits of project management such as clear work descriptions and timely completion.
PROJECT AUDIT
A formal review of any aspect of a project.
An audit is a systematic, independent, documented assessment using standards and set criteria.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
This document discusses the key topics covered in an economics lecture, including project planning, execution, termination, and the importance of proper planning. It emphasizes that the project plan should establish detailed directions for the project team, including deliverables, timelines, resources, and allowances for risk. A successful project launch meeting is also critical to align objectives and address major risks. The project charter and work breakdown structure are key components of the project plan for defining tasks, resources, schedules, personnel needs, and risk management. Thorough planning is necessary to ensure project success.
The document discusses project management offices (PMOs), including their implementation, functions, and sustainability. It provides an overview of key PMO roles and categories. Supportive PMOs assist with tasks while controlling and directive PMOs have more authority. The document outlines factors for PMO success, such as clear expectations and communication. It also discusses how PMOs can evolve to meet changing business needs, from a focus on risk reduction to optimizing project portfolios and benefits realization. Ensuring sustainability requires continuous improvement, governance, and standardization of project management practices.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
PMP, PMBOK (R) 5th Edition,
CH: 11: Project Risk Management
--> Represents one of two biggest chapters, of the PMBOK
==> Too much useful, for the people who have concern in the project management field, & the risk management field as well
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
The document outlines an organization's approach to leadership development programs that addresses common issues identified in research. It discusses focusing programs on the specific organizational context and vision rather than general principles. It emphasizes linking reflection to real work by incorporating business cases from the organization. The approach also addresses differing mindsets by teaching participants to understand different perspectives rather than aiming to change mindsets. Finally, the organization measures program effectiveness through evaluations, competency assessments, and tracking participants' career progress and implementation of business cases.
This document discusses the elements, processes, and classifications of project management. It defines a project and project management. It outlines the five main processes of project management: initiation, planning, implementation, controlling, and closing. It also lists 11 elements of project management. Finally, it categorizes projects based on several classifications such as scale, technology, ownership, location, needs, and more. The document was prepared by students at Bhavnagar University for their project management course.
The Agile PMO: From Process Police to Adaptive Governance: This webcast provides techniques for an Agile PMO and discusses how those concepts are being applied in the industry. Presented by LitheSpeed.
This document discusses strategic project management and how it can help achieve market leadership. It defines strategic project management as project management that is purpose driven, thoughtful, and aligned with organizational aspirations. It provides examples of companies that exemplify market leadership through strategic project management. The document outlines how to implement strategic project management, including establishing a project vision, goals, and metrics aligned with organizational strategy and customer needs. It emphasizes that execution is key to success and that strategic project management is not a silver bullet but can make projects more meaningful if adopted with the right mindset.
The Project Management Process - Week 1Craig Brown
This document provides an overview of project management concepts. It discusses that projects have a definite beginning and end, and defines a project. It also outlines the five process groups that projects typically go through. Additionally, it explains the triple constraint of time, cost and scope that projects aim to balance, and introduces the nine knowledge areas of the project management framework. Finally, it emphasizes the importance of an integrated approach to managing all aspects of a project.
This document discusses project management. It defines a project as a combination of interrelated activities with well-defined objectives to be completed within a specific time period. Project management is then defined as the application of knowledge, skills, tools and techniques to project activities to meet requirements. The document outlines the importance of project management, including increasing project sizes, financial controls, and technology. It also discusses the benefits of project management such as clear work descriptions and timely completion.
PROJECT AUDIT
A formal review of any aspect of a project.
An audit is a systematic, independent, documented assessment using standards and set criteria.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
This document discusses the key topics covered in an economics lecture, including project planning, execution, termination, and the importance of proper planning. It emphasizes that the project plan should establish detailed directions for the project team, including deliverables, timelines, resources, and allowances for risk. A successful project launch meeting is also critical to align objectives and address major risks. The project charter and work breakdown structure are key components of the project plan for defining tasks, resources, schedules, personnel needs, and risk management. Thorough planning is necessary to ensure project success.
The document discusses project management offices (PMOs), including their implementation, functions, and sustainability. It provides an overview of key PMO roles and categories. Supportive PMOs assist with tasks while controlling and directive PMOs have more authority. The document outlines factors for PMO success, such as clear expectations and communication. It also discusses how PMOs can evolve to meet changing business needs, from a focus on risk reduction to optimizing project portfolios and benefits realization. Ensuring sustainability requires continuous improvement, governance, and standardization of project management practices.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
PMP, PMBOK (R) 5th Edition,
CH: 11: Project Risk Management
--> Represents one of two biggest chapters, of the PMBOK
==> Too much useful, for the people who have concern in the project management field, & the risk management field as well
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
The document outlines an organization's approach to leadership development programs that addresses common issues identified in research. It discusses focusing programs on the specific organizational context and vision rather than general principles. It emphasizes linking reflection to real work by incorporating business cases from the organization. The approach also addresses differing mindsets by teaching participants to understand different perspectives rather than aiming to change mindsets. Finally, the organization measures program effectiveness through evaluations, competency assessments, and tracking participants' career progress and implementation of business cases.
25 11-big 5- critical success factors for applying Organizational Project Management (OPM)governance in MENA region, based on Ph.D. dissertation research by: Ahmed Alsenosy
The document discusses a project management maturity model (PMMM) that establishes five levels of maturity in project management. It aims to increase the probability of project success by implementing quality processes, effective communication, and integrating organizational strategy with project management. The five levels are common language, common processes, singular methodology, benchmarking, and continuous improvement. Key components of success discussed include project quality, earned value analysis, and communication methods. The PMMM provides a structured approach for organizations to improve their project management capabilities and link strategic planning with project implementation.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxbartholomeocoombs
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxcravennichole326
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes ...
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
1. The document outlines four imperatives for top leadership teams to successfully build capabilities within their organizations. The imperatives are: identify capabilities holding the organization back and quantify their impact, invest in experiential learning programs, take a smart approach to piloting changes, and make continuous improvement part of the organizational culture.
2. It recommends that leaders identify specific capabilities lacking like sales force effectiveness, conduct assessments to understand skills gaps, and attach quantified goals to show the potential financial upside of improving capabilities.
3. Experiential learning through programs like simulations and model factories is emphasized over lectures as it allows practicing new skills. A double pilot system is also advised to fully test changes before broad rollout.
4.
The document discusses the Organizational Project Management Maturity Model (OPM3). It describes OPM3 as a framework that organizations can use to assess and improve their organizational project management capabilities. OPM3 categorizes best practices and capabilities according to project management process groups and organizational project domains. Once implemented, OPM3 will help organizations understand their project management maturity, align projects with strategy, and improve outcomes. The OPM3 standard will be released in December 2003 to help organizations strengthen their project management practices.
This document discusses best practices for managing global projects. It identifies several key challenges in global project management including developing a consistent approach, resource allocation, and managing too many projects. It then outlines several best practices for global project management methodology and structure. This includes developing a standardized methodology, establishing executive sponsorship and global/regional project management offices for support, and using web-based knowledge management of best practices. The document also discusses the importance of project portfolio management, multi-cultural training, developing individual and organizational global competencies, and using maturity models to benchmark project management capabilities.
A project report on benchmarking of hr practicesProjects Kart
This document discusses benchmarking of HR practices. It begins with defining benchmarking as a process of identifying and adopting best practices to improve performance. It then outlines the purpose of benchmarking HR practices, which includes establishing solid HR systems and ensuring compliance. The document discusses the benchmarking process and its 5 key stages. It also differentiates between benchmarking and identifying best practices. Some factors that can enhance the success of benchmarking are discussed. The document then analyzes how to benchmark the 5 main HR functions. It concludes by outlining some of the benefits of benchmarking HR practices.
225
C H A P T E R
12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “ results - based ” Leadership Pipeline approach to create a per-
formance management system in a professional service fi rm.
Introduction
Business Diagnosis and Assessment
Feedback
Program Design Considerations
Program Implementation
Design Considerations
Chosen Approach, Format Development, and Introduction
Performance Management System Development
Tailored Leadership Pipeline Development
Evaluation
Business Results
Employee Climate Survey Results
Turnover Results
Anecdotal Evidence
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c12.indd 225c12.indd 225 10/30/09 5:39:50 PM10/30/09 5:39:50 PM
226 Best Practices in Talent Management
INTRODUCTION
The Drotter results - based approach is tailored to a professional services fi rm structure
and applied in the development of a performance management system aligned with the
business ’ s strategy. Drotter ’ s Leadership Pipeline approach is implemented, with
the full performance defi nitions for each leadership level in the tailored pipeline
becoming the basis for a new organization - wide performance management applica-
tion. The Drotter full performance defi nitions subsequently become the “ source code ”
for selection, talent management, and training planning applications. The focus of this
paper is the fi rst application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications fi rm, undertook a
fundamental strategic assessment and visioning process to guide it through the next
fi ve years. The fi rm ’ s CEO, president, and chief strategy offi cer led this process. The
vision focused on a new approach to client account planning, a more client - centric
structure, and a greater emphasis on operating interdependence between the globally
dispersed offi ces in the service of multinational clients. It was felt that these three ini-
tiatives would dramatically increase the fi rm ’ s capacity to win and grow large, com-
plex, and geographically dispersed client accounts — the fi rm ’ s strategic market target.
The senior management group identifi ed the need to upgrade and align human
resources management processes to successfully communicate and implement the new
business strategy. The fi rm proceeded to hire a chief talent offi cer (CTO) to assist in
the strategy implementation effort by designing and installing a more systematic,
business - focused human resources management process.
In the CTO ’ s opinion, the vision implementation challenge centered on creating
the highest possible level of employee engagement with the vision in the short term —
by providing people throughout the fi rm with a clear, specifi c understanding of what
the business strategy meant for them.
His metaph ...
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A 30 min overview of the 1 day public Prosci Enterprise Change Management Boot Camp presented exclusively in Australia and New Zealand by Prosci Primary Affiliate Being Human.
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Provides an overall project summary which includes prepare their people leader’s role in the company’s learning culture, strengthening the leader’s abilities to support the Future of Work skill development of their team members. It also includes a project overview (objectives, planning assumptions, design concept, project outline, basic evaluation plan, and change management plan
Development Solutions Mmm Consulting 2011 2012Madi_Radulescu
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Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
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GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
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Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
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project management maturity models
1. MEHRAN UNIVERSITY OF ENGINEERING TECHNOLOGY
SHAHEED ZULFQAR ALI BHUTTO CAMPUS KHAIRPUR MIR’S
DEPARTMENT OF MECHANICAL ENGINEERING
NAME: - IRFAN MEDHI
TEACHER NAME: - SIR JAHANZEB SOOMRO
ROLL NO: - K-14ME-37
SUBJECT: - PROJECT MANAGEMENT
GIVEN DATE: - 4TH
MAY 2017
LAST DATE OF SUBMISSION: - 26th
MAY 2017
2. PROJECT MANAGEMENT MATURITY MODELS
Definition: -
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
3. Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
4. Kerzner’s Project Management Maturity Model (PMMM): -
Just like a physical from a doctor you trust, the Kerzner’s PM Maturity tool diagnoses the health
of project management in our organization. It identifies strategic strengths and weaknesses and
then creates a prescriptive action plan for improving the health of your PM efforts.
Dr. Harold Kerzner says, "What I have observed in the past five decades is that project
management excellence comes from four critical components;
o Effective communications
o effective cooperation
o Effective teamwork and
o Trust.
"With this in mind, Kerzner PM Maturity is significantly more behavioral than
quantitative. People manage projects, and methodologies function as supporting tools. You can
5. have the greatest methodology in the world and still not reach a level of maturity because the
correct human behavior is not in place. Maturity in project management occurs when people
work together correctly. The Kerzner PM Maturity assessment focuses on this - getting people
interacting with other people rather than just tools."
Levels of Kerzner’s PMMM: -
1. Common Languages
2. Common Processes
3. Singular Methodology
4. Benchmarking
5. Continuous Improvement
1. Common Languages: -
Sporadic use of project Management.
Small products of interest in the discipline.
No investment in product management training.
2. Common Processes: -
Tangible benefits made apparent.
Project management support throughout the organization.
6. Development of a project management curriculum.
3. Singular Methodology: -
Integration processes
Culture and management support.
Financial benefits from project management training.
4. Benchmarking: -
Qualitative and Quantitative analysis and evaluation of practices.
Project office established.
5. Continuous Improvement: -
Lessons learned created.
Knowledge transferred between project and teams.
Mentorship program established.
Berkeley Model: -
The purpose of the Berkeley project management process maturity model and an associated
assessment methodology is to help organizations and people accomplish higher and more
sophisticated PM maturity by a systematic and incremental approach. It measures, locates, and
compares an organization's current PM maturity level. The primary advantage of using this model
and industries, whereas other maturity models have specific audiences like software
development or new product development. The maturity model and assessment technique has
already been used to benchmark PM practices and processes in 43 companies. With it, they have
also identified relationships between levels of organizational effectiveness and actual project
performance data. The model is continuously being refined to reflect advances in their PM
knowledge.
Berkeley PM process Maturity model is used to establish an organizational current PM maturity
level. This model demonstrates sequential steps that map the organization’s incremental
improvements in its PM processes. The model progresses from functional driven organizational
practices to project driven organizations that incorporate continued PM learning. An
organization’s position within the model signals their position relative to the other organizations
in the industry class or otherwise that have been addressed.
Levels of Berkeley Model: -
1. Ad hoc
2. Planned
7. 3. Managed at project level
4. Managed at Corporate level
5. Learning
1. Ad hoc: -
There are no formal procedures or plans to execute a project.
Essentially no corporate standard for project management
Performance based on individual skills.
No consistent project management training.
2. Planned: -
Informal and incomplete processes are used to manage a project.
Organization is well intentioned with respect to methods.
No project control processes or lessons learned.
3. Managed at Project level: -
PM exhibits systematic planning and control systems that are implemented for
individual projects.
Some control processes in place.
Focus is on individual projects.
8. 4. Managed at Corporate level: -
PM processes are formal while information and processes are documented
informally.
Integration of resources, experiences and deliverables of all projects into a synergetic
whole.
5. Learning: -
The key characteristics of companies that operate at the learning stage in that they
continuously improve their PM processes and practices.
Project post mortem occurs.
Process adjustments are made.
ESI International’s Project Framework: -
ESIInternationalhasbeenconductingOrganizationalandMaturityAssessmentsinthedomainofProject
Managementformorethan10years.The cornerstoneofthisassessment.PublishingasPrenticeHall
capabilityhasbeenESI’s(PMI-aligned)ProjectManagementMaturityModel–Project Framework™
ESI International, Inc. (ESI) is a provider of skills training and consulting in project
management, program management, business analysis, business skills and contract
management.
ESI International is part of Providence Corporate Development Holding Company's business
portfolio. The company refers to itself and is commonly known as "ESI." With headquarters
in Arlington, Virginia, United States, it has a global presence in the field of project
management and business analysis training for large multi-national corporations.
Levels of ESI International Project Framework: -
1. Ad hoc
2. Consistent
3. Integrated
4. Comprehensive
5. Optimizing
9. 1. Ad hoc: -
Processes are defined because they are applied individually.
Little organizational support.
2. Consistent: -
Organizational supports a discipline approach.
Policies are established, and processes are documented are repeatable.
3. Integrated: -
Processes are tailored to enhance and advance aspects in all nine knowledge areas.
Common understanding and use of established methods throughout the organization.
4. Comprehensive: -
Project management fully implemented across the organization.
Information is used to evaluate process effectiveness and reduce variation.
Advanced alternative management tools and techniques are developed.
Project support the strategic plan.
5. Optimizing: -
Continual effort to improve and innovate project capability.
Common failures are eliminated.
10. SEI’S Capability Maturity Model Integration (CMMI):-
CMMI was developed by a group from industry, government, and the Software Engineering
Institute (SEI) at CMU. CMMI models provide guidance for developing or improving processes
that meet the business goals of an organization. A CMMI model may also be used as a
framework for appraising the process maturity of the organization.
The Capability Maturity Model Integration, or CMMI, is a process model that provides a clear
definition of what an organization should do to promote behaviors that lead to improved
performance. With five “Maturity Levels” or three “Capability Levels,” the CMMI defines the
most important elements that are required to build great products, or deliver great services,
and wraps them all up in a comprehensive model.
The CMMI helps us understand the answer to the question “how do we know?”
o How do we know what we are good at?
o How do we know if we’re improving?
o How do we know if the process we use is working well?
o How do we know if our requirements change process is useful?
o How do we know if our products are as good as they can be?
The CMMI also helps us identify and achieve measurable business goals, build better products,
keep customers happier, and ensure that we are working as efficiently as possible.
LEVELS OF SEI’S Capability Maturity Model Integration (CMMI):-
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing
11. 1. Initial: -
Ad hoc and chaotic processes.
2. Managed: -
Requirements management, project planning, project monitoring and control occur.
Process and product Quality assurance take place.
Configuration management is present.
3. Defined: -
Requirement development and product integration initiated.
Verification and validation of processes.
Organizational processes definition, focus and training. Effort towards integration
project management.
Risk management is emphasized with decision analysis and resolution.
4. Quantitatively Managed: -
Organizational process performance gauged.
Quantitative project management highlighted.
5. Optimizing: -
Organizational innovation and deployment accentuated.
Causal analysis and resolution performed.
12. Center for Business Practices (PMM Model): -
The Center for Business Practice Improvement (CBπ) is a collaborative and highly flexible
organization of professionals, focusing on marshalling resources and stakeholders to achieve
concrete results and add real value by improving business practices in the public, private and not-
for-profit sectors. CBπ is distinguished by its structure, based on the W. L. Gore model, and by
the activities it pursues to achieve results:
CBπ explores, develops and implements appropriate business models.
CBπ provides a framework for addressing wicked problems, marshalling resources and
stakeholders as appropriate.
CBπ is open to all types of business professionals and fosters cross-professional
collaboration, using true multi-disciplinary teams.
CBπ provides a forum for sharing knowledge.
CBπ deals with the practical; not only the theoretical.
CBπ favors service and results over processes and procedures for their sake
CBπ offers education materials.
Levels of Business Practices (PMM Model): -
1. Initial Phase
2. Structure, Process, and Standards
3. Organizational standards and Institutionalized Project Management
4. Managed
5. Optimizing
1. Initial Phase: -
Ad hoc processes.
Management awareness
2. Structure Process and Standards: -
Basic processes; not standard on all projects.
Management supports and encourage use.
Mix of intermediate and summary level information.
Estimates, schedules based on expert knowledge.
3. Organizational standards and Institutionalized Project Management: -
All processes, standard for all projects, repeatable.
Management has Institutionalized processes.
13. Summary and detailed Information.
Estimates, schedules based on industry standards and organizational specifics.
4. Managed: -
Processes incorporated with corporate processes.
Management mandates compliance.
Solid analysis of project performance.
Estimates, schedules are normally based on organizational specifics.
Management actively engaged in management of enterprise portfolio and projects.
5. Optimizing: -
Processes to measure project effectiveness and efficiency.
Processes in place to improve project performance.
Management focuses on continuous improvement.
Benefits of Maturity Model: -
1. Provide a roadmap for strategic improvement
2. Allow to look into the organization’s strength and weakness
3. Assess organization’s project management against agreed criteria
4. Set realistic targets for improvement
5. Measure progress towards enhanced capability
6. Identify the links between needs and real education requirements
Think of the maturity model as a corporate stethoscope that can assess and diagnose
organization’s health
References: -
What is the Project Management Maturity Model (PMMM)?
(http://www.pmsolutions.com/resources/view/what-is-the-project-management-maturity-
model/)
Project Management (https://www.slideshare.net/farahabuzannad/ch01-17096706)
What Is Project Management Maturity? By J. Kent Crawford
(http://www.ittoday.info/ITPerformanceImprovement/Articles/2015-03Crawford.html)
Kerzner PM Maturity model Assessment (http://www.iil.com/kpm3/how_kpm3_works.asp)
14. Capability Maturity model Integration
(https://en.wikipedia.org/wiki/Capability_Maturity_Model_Integration)
CMMI (https://broadswordsolutions.com/what-is-cmmi/)
Berkeley Project Management Process Maturity Model
(https://www.researchgate.net/publication/3865990_Berkeley_Project_Management_Process_Maturit
y_Model_Measuring_the_value_of_project_management)
ESI International (https://en.wikipedia.org/wiki/ESI_International)