8-project Management Maturity.ppt 6a4y4u

Project Management Maturity and Business Integration Models

A maturity model is a framework for helping organisations improve their process and systems. The model for competence and maturity in the project management that have evolved sine 1980 began the process of building this concept. Different model are explained below. A. The Software Engineering Institute (SEI) Maturity Model The SEI is research and development centre establish in 1984 by US Department of Defense. The SEI accomplishes this mission by promoting the evolution of software engineering from an ad hoc, labour-intensive activity to a discipline that is well managed and ed by technology.

The five level Capability Maturity Model (CMM) 1.Initial 2.Repeatable 3.Define 4.Managed 5.Optimisation

B. The Project Management Process Maturity Model This model is called as “Organisational Project Management Maturity Model” or OPM3. This model will include a step-by-step method of increasing and maintaining an organisational capability to deliver what it has promised. It emphasis incremental improvement in single and multiproject management disciplines and ranks maturity across five level such as follows; 1. Ad-Hoc 2. Abbreviated 3. Organised 4. Managed 5. Adaptive

C. The Kerzner Project Management Maturity Model Dr. Kerzner presented a new five-level maturity model . Level-1: Common Language Level-2: Common Processes Level-3: Singular Methodology Level-4: Benchmarking Level-5: Continuous Improvement

D. Hartman SMART Project ManagementBased Maturity Francis Hartman , Professor of project management of the University of Calgary. A recent approach to improving quality of software development project. It is a five level model. Prof. Hartman says a number of technical, social and business issues must be address to develop truly competitive project delivery.

Technical issues • • • • •

More effective tools for resource-based schedule Better tools for scope and change management Ways of measuring team alignment Simplified tools for earned value and risk analysis Tools to plan for and mange communication

Social and Societal Issues • Ensuring legal and regulatory compliance • Understanding the long-term impact of the project on the community and team • Developing good working environment for the whole team and stakeholders • Ensuring a sustainable social infrastructure to the project during the implementation and operating phase • Understanding and mitigating social, environmental and economic damage to third parties.

Business Issues • Multi-project management including interproject communication and priority setting • Planning to ensure that projects are aligned with and corporate • Project portfolio and risk planning that is consistent with the risk-taking and investment policy of the sponsor organisation

E. The SMART Model The word SMART is an acronym . It stands for: SM = Strategically Management A = Aligned R = Regeneration Work Environment T = Transition Management 1. Strategically Management • Project and Corporate Strategy • Project Selection • Risk and Reward • Sunk Costs and Killing Project when we should • Critical Success factors

2. Project Alignment • • • • •

Corporate Strategic Alignment External Organisations Stakeholder Alignment The Project Team Management Tools and Measurement 3. Regenerative Working Environment • Open Communication • Ownership of Your Job • Propensity to Take Risk • Creativity • Fun in the Workplace • A Tribal Culture • Trust

4. Transition Projects • The Rate of Change and What is changing • Predictability of the Future • PLO estimating • Big and Small Targets • Accessibility Risk Analysis • Managing Expectations

F. The Benefit Realisation Approach How can I ensure that I ensure that will this project will contribute to the overall wellbeing of the organisation. The four critical dimension of complexity that insufficient for success: 1.Linkage 2.Reach 3.People 4.Time

The Knowledge Economy is characterised by the following Opportunities: Expanded geographical scope; expanded electronic commerce; virtual companies Risks: Increased complexity (linkage, reach people and time) Selection : If 20 projects are proposed and you can only do five, which five do you do? Relative Value : How do you measure or estimate value in advance? Three Fundamentals  Program Management  Portfolio Management  Full Cycle Governance