Skip to main content

Using the Project Management Maturity Model: Strategic Planning for Project Management, 3rd Edition

E-Book

€72.99

*VAT

Using the Project Management Maturity Model: Strategic Planning for Project Management, 3rd Edition

Harold Kerzner

ISBN: 978-1-119-53080-0 February 2019 320 Pages

E-Book
€72.99
Paperback
€80.00
O-Book

Description

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. 

Related Resources

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