project management maturity models

MEHRAN UNIVERSITY OF ENGINEERING TECHNOLOGY
SHAHEED ZULFQAR ALI BHUTTO CAMPUS KHAIRPUR MIR’S
DEPARTMENT OF MECHANICAL ENGINEERING
NAME: - IRFAN MEDHI
TEACHER NAME: - SIR JAHANZEB SOOMRO
ROLL NO: - K-14ME-37
SUBJECT: - PROJECT MANAGEMENT
GIVEN DATE: - 4TH
MAY 2017
LAST DATE OF SUBMISSION: - 26th
MAY 2017

PROJECT MANAGEMENT MATURITY MODELS
Definition: -
The Project Management Maturity Model 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.

Levels of Project Management Maturity
 Level 1: Initial Process
o Ad hoc processes
o Management awareness
 Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
 Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
 Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
 Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement

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;
o Effective communications
o effective cooperation
o Effective teamwork and
o 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.
 Project office established.
5. Continuous Improvement: -
 Lessons learned created.
 Knowledge transferred between project and teams.
 Mentorship program established.
Berkeley Model: -
The purpose of the Berkeley project management process maturity model and an associated
assessment methodology is to help organizations and people accomplish higher and more
sophisticated PM maturity by a systematic and incremental approach. It measures, locates, and
compares an organization's current PM maturity level. The primary advantage of using this model
and industries, whereas other maturity models have specific audiences like software
development or new product development. The maturity model and assessment technique has
already been used to benchmark PM practices and processes in 43 companies. With it, they have
also identified relationships between levels of organizational effectiveness and actual project
performance data. The model is continuously being refined to reflect advances in their PM
knowledge.
Berkeley PM process Maturity model is used to establish an organizational current PM maturity
level. This model demonstrates sequential steps that map the organization’s incremental
improvements in its PM processes. The model progresses from functional driven organizational
practices to project driven organizations that incorporate continued PM learning. An
organization’s position within the model signals their position relative to the other organizations
in the industry class or otherwise that have been addressed.
Levels of Berkeley Model: -
1. Ad hoc
2. Planned

3. Managed at project level
4. Managed at Corporate level
5. Learning
1. Ad hoc: -
 There are no formal procedures or plans to execute a project.
 Essentially no corporate standard for project management
 Performance based on individual skills.
 No consistent project management training.
2. Planned: -
 Informal and incomplete processes are used to manage a project.
 Organization is well intentioned with respect to methods.
 No project control processes or lessons learned.
3. Managed at Project level: -
 PM exhibits systematic planning and control systems that are implemented for
individual projects.
 Some control processes in place.
 Focus is on individual projects.

4. Managed at Corporate level: -
 PM processes are formal while information and processes are documented
informally.
 Integration of resources, experiences and deliverables of all projects into a synergetic
whole.
5. Learning: -
 The key characteristics of companies that operate at the learning stage in that they
continuously improve their PM processes and practices.
 Project post mortem occurs.
 Process adjustments are made.
ESI International’s Project Framework: -
ESIInternationalhasbeenconductingOrganizationalandMaturityAssessmentsinthedomainofProject
Managementformorethan10years.The cornerstoneofthisassessment.PublishingasPrenticeHall
capabilityhasbeenESI’s(PMI-aligned)ProjectManagementMaturityModel–Project Framework™
ESI International, Inc. (ESI) is a provider of skills training and consulting in project
management, program management, business analysis, business skills and contract
management.
ESI International is part of Providence Corporate Development Holding Company's business
portfolio. The company refers to itself and is commonly known as "ESI." With headquarters
in Arlington, Virginia, United States, it has a global presence in the field of project
management and business analysis training for large multi-national corporations.
Levels of ESI International Project Framework: -
1. Ad hoc
2. Consistent
3. Integrated
4. Comprehensive
5. Optimizing

1. Ad hoc: -
 Processes are defined because they are applied individually.
 Little organizational support.
2. Consistent: -
 Organizational supports a discipline approach.
 Policies are established, and processes are documented are repeatable.
3. Integrated: -
 Processes are tailored to enhance and advance aspects in all nine knowledge areas.
 Common understanding and use of established methods throughout the organization.
4. Comprehensive: -
 Project management fully implemented across the organization.
 Information is used to evaluate process effectiveness and reduce variation.
 Advanced alternative management tools and techniques are developed.
 Project support the strategic plan.
5. Optimizing: -
 Continual effort to improve and innovate project capability.
 Common failures are eliminated.

SEI’S Capability Maturity Model Integration (CMMI):-
CMMI was developed by a group from industry, government, and the Software Engineering
Institute (SEI) at CMU. CMMI models provide guidance for developing or improving processes
that meet the business goals of an organization. A CMMI model may also be used as a
framework for appraising the process maturity of the organization.
The Capability Maturity Model Integration, or CMMI, is a process model that provides a clear
definition of what an organization should do to promote behaviors that lead to improved
performance. With five “Maturity Levels” or three “Capability Levels,” the CMMI defines the
most important elements that are required to build great products, or deliver great services,
and wraps them all up in a comprehensive model.
The CMMI helps us understand the answer to the question “how do we know?”
o How do we know what we are good at?
o How do we know if we’re improving?
o How do we know if the process we use is working well?
o How do we know if our requirements change process is useful?
o How do we know if our products are as good as they can be?
The CMMI also helps us identify and achieve measurable business goals, build better products,
keep customers happier, and ensure that we are working as efficiently as possible.
LEVELS OF SEI’S Capability Maturity Model Integration (CMMI):-
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing

1. Initial: -
 Ad hoc and chaotic processes.
2. Managed: -
 Requirements management, project planning, project monitoring and control occur.
 Process and product Quality assurance take place.
 Configuration management is present.
3. Defined: -
 Requirement development and product integration initiated.
 Verification and validation of processes.
 Organizational processes definition, focus and training. Effort towards integration
project management.
 Risk management is emphasized with decision analysis and resolution.
4. Quantitatively Managed: -
 Organizational process performance gauged.
 Quantitative project management highlighted.
5. Optimizing: -
 Organizational innovation and deployment accentuated.
 Causal analysis and resolution performed.

Center for Business Practices (PMM Model): -
The Center for Business Practice Improvement (CBπ) is a collaborative and highly flexible
organization of professionals, focusing on marshalling resources and stakeholders to achieve
concrete results and add real value by improving business practices in the public, private and not-
for-profit sectors. CBπ is distinguished by its structure, based on the W. L. Gore model, and by
the activities it pursues to achieve results:
 CBπ explores, develops and implements appropriate business models.
 CBπ provides a framework for addressing wicked problems, marshalling resources and
stakeholders as appropriate.
 CBπ is open to all types of business professionals and fosters cross-professional
collaboration, using true multi-disciplinary teams.
 CBπ provides a forum for sharing knowledge.
 CBπ deals with the practical; not only the theoretical.
 CBπ favors service and results over processes and procedures for their sake
 CBπ offers education materials.
Levels of Business Practices (PMM Model): -
1. Initial Phase
2. Structure, Process, and Standards
3. Organizational standards and Institutionalized Project Management
4. Managed
5. Optimizing
1. Initial Phase: -
 Ad hoc processes.
 Management awareness
2. Structure Process and Standards: -
 Basic processes; not standard on all projects.
 Management supports and encourage use.
 Mix of intermediate and summary level information.
 Estimates, schedules based on expert knowledge.
3. Organizational standards and Institutionalized Project Management: -
 All processes, standard for all projects, repeatable.
 Management has Institutionalized processes.

 Summary and detailed Information.
 Estimates, schedules based on industry standards and organizational specifics.
4. Managed: -
 Processes incorporated with corporate processes.
 Management mandates compliance.
 Solid analysis of project performance.
 Estimates, schedules are normally based on organizational specifics.
 Management actively engaged in management of enterprise portfolio and projects.
5. Optimizing: -
 Processes to measure project effectiveness and efficiency.
 Processes in place to improve project performance.
 Management focuses on continuous improvement.
Benefits of Maturity Model: -
1. Provide a roadmap for strategic improvement
2. Allow to look into the organization’s strength and weakness
3. Assess organization’s project management against agreed criteria
4. Set realistic targets for improvement
5. Measure progress towards enhanced capability
6. Identify the links between needs and real education requirements
Think of the maturity model as a corporate stethoscope that can assess and diagnose
organization’s health
References: -
What is the Project Management Maturity Model (PMMM)?
(http://www.pmsolutions.com/resources/view/what-is-the-project-management-maturity-
model/)
Project Management (https://www.slideshare.net/farahabuzannad/ch01-17096706)
What Is Project Management Maturity? By J. Kent Crawford
(http://www.ittoday.info/ITPerformanceImprovement/Articles/2015-03Crawford.html)
Kerzner PM Maturity model Assessment (http://www.iil.com/kpm3/how_kpm3_works.asp)

Capability Maturity model Integration
(https://en.wikipedia.org/wiki/Capability_Maturity_Model_Integration)
CMMI (https://broadswordsolutions.com/what-is-cmmi/)
Berkeley Project Management Process Maturity Model
(https://www.researchgate.net/publication/3865990_Berkeley_Project_Management_Process_Maturit
y_Model_Measuring_the_value_of_project_management)
ESI International (https://en.wikipedia.org/wiki/ESI_International)

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