071 Maturity Assessment
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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.
071 Maturity Assessment
- 3. Organizational Maturity Assessment • Project management is 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 is through 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 restricted sources 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 these organizational 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 effective business procedures higher quality deliverables lower project costs
- 8. Effective way of controlling KPI’s higher project team morale Strong teamwork added value for the entire organization
- 9. Organizations strive to reach higher project management maturity because it is directly correlated to improved organizational performance.
- 10. The primary purpose of the assessment is to : It provides a model for staged continuous improvement in project management practices.
- 11. Organizational Maturity Assessment • To evaluate the 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 properly performed 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 the ability 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 a foundation 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 staged project 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 effective project 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 scale is 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 Level 2 – Documented Level 3 – Integrated Level 4 – Strategic Level 5 – Optimized
- 19. Projects are often successful 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 include those 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 scope of 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 estimating the 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 performance baseline Budgeting work packages to cost accounts relating to functional areas
- 25. Managing changes to the 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 Advanced risk management including quantitative risk assessment and risk response plans Advanced project management practices associated
- 27. Advanced communication techniques including: Measuring performance 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 enterprise project 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 report against 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 oversight is 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 this stage 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 goal is 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 Organizations Use Assessments? Assessment Approach AssessmentTeam Members
- 36. Assessment Findings Final Maturity Rating Validation and Prioritization Assessment Findings Preparation and Delivery
- 37. Keys to Using Assessment Results To learn more, visit www.hp.com