Project Management Maturity
Andre Samuel
Need for Project Management Maturity
• Kerzner (2017) considers that managing projects goes beyond adopting the
knowledge, skills, tools and techniques usually applied.
• The greater the standardized practices, the greater the chances of the projects to
end on time and within budget (PMI, 2013)
• Kerzner (2017) states that, despite the importance of defining a project
management methodology, it does not guarantee its success in terms of
performance during its execution
• Therefore, organizations need to mature in the science and art of project
management in order to coordinate efforts to deliver projects directed to the
organization’s strategy
Maturity and Excellence
• ‘Maturity’ implies capabilities which must be grown over time in
order to produce repeatable success in project management
• relates to the project organization
• ‘Excellence’ connotes the achievement of a sustainable standard of
success criteria.
• relates to the project outcome
• The purpose of project maturity models is to enhance an
organization's ability to:
• implement organization strategy and project objectives
• through a successful and consistent delivery of projects
Project Management Maturity Models
• In order to measure their level of maturity, organizations have several
models in the market, such as:
• Organizational Project Management Maturity Model (OPM3),
• Project Management Maturity Integration (PMMI),
• Capability Maturity Model(CMM)/ Capability Maturity Model Integration
(CMMI)
PMI (2013) ‐ OPM3
Software Engineering Institute (2006)‐ CMMI
Kerzner (2017)‐ PMMI
The need for an organizational maturity
model in production management
• Continuous improvement in production management is aimed at
increasing enterprise productivity
• Today the following concepts aimed at increasing productivity are
used in production management:
• LM – Lean Manufacturing
• TQM – Total Quality Management
• SS – Six Sigma
• TPM – Total Productive Maintenance
The Problem
• The interaction between them as well as shared tools is not taken
advantage of as they should be
• Treating existing management models separately results in creating
separate organizational structures, documentation systems, training
programs etc.
• The lack of coordination makes enterprise management very complicated
and means that the potential for synergy, coming from the fact that a lot of
methods and specific techniques are common for different models, is
squandered.
Kosieradzka (2017)‐ Maturity Model for Production
Management
Kosieradzka (2017)‐ Maturity Levels for Production Processes
References
• Kerzner, H., 2017. Project management : a systems approach to
planning, scheduling, and controlling Twelfth edition. New Jersey :
Wiley
• Kosieradzka, A., 2017. Maturity Model for Production Management,
Procedia Engineering, 182, pp. 342‐349
[Link]
• Project Management Institute, 2013. A guide to the project
management body of knowledge (PMBOK® Guide) – Fifth Edition.
Pennsylvania: Project Management Institute
• Software Engineering Institute ‐ SEI (2006), CMMI for development‐
version 1.2 (CMMi‐DEV, v1.2), SEI, Carnegie Mellon.