PROJECT MANAGEMENT MATURITY MODEL

PRESENTED BY Kaustubh Jatadhar (217) Pranjal Kelkar (223) Santosh Talari (251) Maxime Poutrel

Presentation Flow
What is Project Management Maturity

Need & Benefits of Maturity Model

Levels in PMM Model

Comparison of different PMM Models

PM Maturity Assessment

Cognizant Example

Organizational Project Management Performance

The degree to which an organization practices the standard processes of Project Management is referred to as Organizational Project Management maturity Project management maturity is a widely accepted term when discussing the extent that an organization has adopted project management processes PM Maturity can be identified through key project related areas (i.e. organizational structure, processes, etc.) Maturity is reflected by combination of Best Practices achieved within the Project, Program & Portfolio domains The model does not ensure success, it only serves as a measuring stick and as an indicator of progress

Need for OPM3

PMI surveyed 200 companies from 30 different countries about their project management maturity and found that Over half of all projects fail Only 2.5% of corporations consistently meet their targets for scope, time, and cost goals for all types of projects Most organizations are not satisfied with their current maturity level. The total average for survey participants was 2.5 on a 5.0 scale Project failures are often a consequence of organizational aspects over which project managers have little influence

Need for OPM3

Less mature companies miss their schedule targets by 40% and cost targets by 20%
Low Level of Maturity Project Management Cost (average) Schedule Performance Index variation Cost Performance Index variation 11% 0.16 0.16 High Level of Maturity 6-7% 0.08 0.11

The Benefits Of Being Mature!

Manage all projects undertaken effectively Continually improve the performance of all projects undertaken Create an organization-wide ability for managing projects Define roles and responsibilities for carrying out all projectrelated activities Achieve strategic goals

Spending and PM/ROI vs PMM

Organizational Project Management Stages and coverage

Project Management Maturity Generic Model

High Maturity Institutionalized, seeks continuous improvement Moderate Maturity Defined practices, training programs, organizational support Low Maturity Ad hoc process, no common language, little support

Stages of Project Management Maturity

PMMM Levels
Levels 1 2 3 4 5 Description Adhoc Project Management Formal Application of Project Management Institutionalization of Project Management Management of Project Management System Optimization of Project Management System

Level 1: Adhoc Project Management

No consistent project management process in place Project management depends upon the individuals involved No formal project selection system exists Unpredictable ways of managing a project No project management training Resource conflicts Lack of risk management Roles & responsibilities not defined

Level 2: Formal Application of Project Management

Application of established project management procedures and techniques Standard approaches adopted like scope statements, WBS, activity lists etc. Quality emphasis on product or outcome of the project and is inspected instead of built-in Organization matrix with definitions of respective roles of project manager and line managers Growing awareness of cost control along with scope and time management No formal project priority system is established Limited training in project management

Level 3: Institutionalization of Project Management

Organisation wide project management system tailored to specific needs of the organisation with flexibility to adapt the process to unique characteristics of the project Established project management process right from planning, making templates, status report systems, check-lists for each stage of project life cycle Formal criteria are used to select projects Project management is integrated with quality management Team-based reward system during project execution Risk assessment derived from WBS, technical analysis and customer input Rigorous training in project management Time-phased budgets are used to measure and monitor performance Performance generally is based on the earned value basis A specific change control system is evolved to deal with changes in requirements, costs and schedule for each project with work authorization system in place

Level 4: Management of Project Management System

A system is developed to manage multiple projects which are aligned to strategic goals of the organisation Portfolio project management is practiced Projects are selected on the basis of resource capacity and contribution to the strategic goals Project priority system is established Project work is integrated with ongoing operations Quality improvement initiatives are designed to improve both the quality of the project management process and the quality of specific products and services Benchmarking is used to identify opportunities for improvement Project Management Office or Center of Excellence is established Project audits are performed on all significant projects and lessons learnt are recorded and used on subsequent projects An integrative information system is established for tracking resource usage and performance of all significant projects

Level 5: Optimization of Project Management System

The focus is on continuous improvement through incremental advancements of existing practices and by innovations using new technologies and methods Project management information system is fine tuned, specific and aggregate information is provided to different stakeholders Culture that values improvement, not policies and procedures, driving the organisation Greater flexibility in adapting project management process to demands of a specific project

Existing PM Maturity Models

Mc Cauley s Project Management Maturity Model
Fincher s Project Management Maturity Model MicroFrame s Project Management Maturity Model
The Software Engineering Institute s Capability Maturity Model
Hink s IT and Process Maturity Model
Dooley s New Product Development Maturity Model
Berkeley s Project Management Process Maturity (PM)2 model

Comparing Different Project Management Maturity Models

PM Maturity Assessment

No PM maturity model has been adopted as the preferred model

A number of key similarities and differences were observed between the PM Maturity Models analysed

Of note, the incorporation of benchmarking activities were limited to the OPM3

PM Maturity Assessment Model

Cognizant- An example of a high Level of PM3

Level 1 Awareness process Program Scope/Change Level 2 Repeatable Process Level 3 Defined Process Level 4 Managed Process Level 5 Optimised Process Scope processes are used on all programs and include all stakeholders All planning decisions based on program delivery metrics Cost planning integrated across the organisation Management involved in quality decisions on most programs Most programs do follow resource management processes Active involvement by management for project performance reviews

Program Schedule

Costs/Budgets

Quality Management

People

Communications

QnA