NED University of Engineering and

Technology Karachi.

Name: Ebad ullah

Dept: Environmental Management (MEM)
Assignment No: 01

Subject: Project Management Framework & tools

Submitted to: Dr.Muhammad Wasif

Date: 25.03.2019
Q NO: 01 what is Project Management Maturity?
Ans:-

Project management maturity refers to the progressive development of an enterprise-wide project

management approach, methodology, strategy, and decision-making process. The felicitous level of
maturity will vary for each organization predicated on its categorical goals, strategies, resource
capabilities, scope, and needs.

The felicitous level of maturity for which an organization should strive is resolute during a detailed
assessment conducted by a professional project management consulting team. The organization has
achieved full project management maturity when it has met the requisites and standards for project
management efficacy as defined by the Project Management Maturity Model (PMMMSM), and it is
capable of demonstrating ameliorations such as on-time project distribution, cost reductions,
organizational efficiency, and profitability.[1]

QNO: 02 Three Model of Project management maturity and its

Advantages?

Ans:-

Project Management Maturity Model?

The Project Management Maturity Model (PMMMSM) is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.[2]

Model Description
The Venture Administration Establishment's A Manual for the Undertaking Administration Group of
Information (PMBOK® Guide) is a phenomenal perspective for beginning an examination of task
administration capacity. It is now an acknowledged standard, and a lot of "best practices" data
concentrates on the information territories illustrated in the Guide. Shockingly, the Guide shows a
colossal mass of information to manage. Measuring an association's viability in any one zone requires
that the territory be separated further into real segments that relate the region to the effective
execution of undertaking administration.

The model that PM Arrangements created uses the PMBOK® Guide's ten information zones and is
designed after the Capacity Development Models of the Product Building Establishment (SEI). The
model has five unmistakable levels of development and inspects an association's usage over the ten
task administration information regions (see Figure 1). The five levels, like those in the SEI models,
are portrayed beneath. Each level speaks to a discrete authoritative capacity in light of synopsis level
qualities.[3]
Levels of Project Management Maturity
Level 1—Basic Knowledge: In this level, the association perceives the significance of task
administration and the requirement for a decent comprehension of the fundamental learning on
venture administration, alongside the going with knowledge/wording.

Level 2—Basic Procedures: In this level, the association perceives that regular procedures should be
characterized and grown with the end goal that victories on one anticipate can be rehashed on
different activities. Additionally incorporated into this level is the acknowledgment that undertaking
administration standards can be connected to and bolster different philosophies utilized by the
organization.

● Level 3— Singular Methodology: In this level, the association perceives the synergistic impact of
joining every single corporate strategy into a particular philosophy, the focus of which is venture
administration. The synergistic impacts likewise influence procedure to control less demanding with
a solitary approach than with numerous systems.

Level 4—Benchmarking: This level contains the acknowledgment that procedure change is important
to keep up an upper hand. Benchmarking must be performed consistently. The organization must
choose whom to benchmark and what to benchmark

Level 5—Continuous Improvement: In this level, the association assesses the data got through
benchmarking and should then choose whether or not this data will improve the particular
technique.[4]

Three well-defined ‘maturity models’ are internationally available, and each has its own purpose:

1.Kerzner’s Project Management Maturity Model (PMMM)

2.CSI

3.OPM3

1.Kerzner’s Project Management Maturity Model (PMMM): -

Just like a physical from a doctor you trust, the Kerzner’s PM Maturity tool diagnoses the health of
project management in our organization. It identifies strategic strengths and weaknesses and then
creates a prescriptive action plan for improving the health of your PM efforts. Dr. Harold Kerzner
says, "What I have observed in the past five decades is that project management excellence comes
from four critical components;

 Effective communications
 Effective cooperation
 Effective teamwork and
 Trust.

"With this in mind, Kerzner PM Maturity is significantly more behavioral than quantitative. People
manage projects, and methodologies function as supporting tools. You can have the greatest
methodology in the world and still not reach a level of maturity because the correct human behavior
is not in place. Maturity in project management occurs when people work together correctly. The
Kerzner PM Maturity assessment focuses on this - getting people interacting with other people
rather than just tools.

Levels of Kerzner’s PMMM: -

1. Common Languages

2. Common Processes

3. Singular Methodology

4. Benchmarking

5. Continuous Improvement

1. Common Languages: -

 Sporadic use of project Management

 Small products of interest in the discipline.
 No investment in product management training

2.Common processes:-

 Tangible benefits made apparent.

 Project management support throughout the organization.
 Development of a project management curriculum.

. 3. Singular Methodology:

 Integration processes
 Culture and management support.
 Financial benefits from project management training.

4. Benchmarking: -

 Qualitative and Quantitative analysis and evaluation of practices.

 Financial benefits from project management training.

5. Continuous Improvement: -

 Lessons learned created

 Knowledge transferred between project and teams.
 Project office established. [5]
2. Continual Service Improvement?
Continual Service Improvement (CSI) uses a metrics-driven approach to identifying opportunities for
improvement and to measure the impact of improvement efforts. Although CSI is a phase of the
lifecycle and is documented in a separate ITIL publication, CSI can be effective only if it is integrated
throughout the lifecycle, creating a culture of continual improvement. CSI should ensure that all
participants in service delivery understand that identifying opportunities for improvement is their
responsibility.

An important task for CSI is to identify which metrics out of the thousands that are created daily
should be monitored. This is done by identifying, for each service or process, what the critical
success factors (CSFs) are. CSFs must be present if a process or service is to succeed. It is
recommended that each process or service have identified no more than three to five CSFs (one or
two in the early life of a service or process).

To determine whether CSFs are present, it is necessary to identify key performance indicators (KPIs)
that represent the degree to which the CSF is present. Again, it is recommended that each CSF be
measured by no more than three to five KPIs (one or two in the early life of a service or process). It’s
important to keep in mind that, although most KPIs are quantitative, qualitative KPIs, such as
customer satisfaction, need to be considered as well.

 CSI uses a 7-step process to guide how data is collected and used:
 Define the objectives.
 Determine what to measure.
 Collect the data.
 Process the data.
 Analyze the data.
 Present and use the information.
 Implement improvement.[6]

3. Organizational Project Management Maturity Model (OPM3®) – developed by the PMI to assist
organizations to improve their capabilities for managing projects, programs and portfolios, leading to
business improvement

Reading through all of this could be overwhelming and at times confusing. So, it is suggested that one
start with OPM3, which is considered fairly easy to understand and implement.

As with any project, this effort needs a strong executive management support and discipline by all parties.
Remember, maturity is an ongoing process, Organizations must be willing to stay abreast of changes in the
field of project management, seek out industry leading practices and implement these changes.[7]
Benefits of Maturity Model:
Maturity model assessment helps assess and diagnose organizations health, along with several strategic
benefits:

 Provide a roadmap for strategic improvement

 Allow to look into the organization’s strength and weakness
 Helps organizations get answers to strategically important questions like:
 How effective are PM efforts in our organization?
 How well has PM been integrated into our business?
 Is PM a competitive strategy for higher quality & greater customer satisfaction?
 Are we using the right methods, tools and technologies?
 What are our competitors doing?
Answering all these will help organizations develop capabilities in project and program management[7]

References:
[1] Source: Crawford, J.K. (2007). Project Management Maturity Model, Second Edition. Boca Raton,
FL: Auerbach/CRC Press

[2] (http://www.pmsolutions.com/resources/view/what-is-the-project-management-maturity-model/)

[3](http://www.ittoday.info/ITPerformanceImprovement/Articles/2015-03Crawford.html)

[4] (PROJECT MANAGEMENT)

A SYSTEMS APPROACH TO PLANNING, SCHEDULING, AND CONTROLLING

HAROLD KERZNER, PH.D.)

[5] https://www.slideshare.net/irfanmehdi22/project-management-maturity-models-77652613

[6] http://www.bmc.com/guides/itil-continual-service-improvement.html

[7] (https://pramodrrao.wordpress.com/2011/06/28/project-management-maturity-model/)