Project Management Maturity Assessment
Project Management Maturity Assessment
The rising concerns over the project management maturity resulted in developing different models; however, these models haven’t perceived an acceptance from all industries (Nicholas & Steyn 2008)
Although there are different common used models as CMMI and OPM3, a p3m3 model was used to assess Xyz’s maturity in respect of managing projects, due to its uniqueness in viewing the whole system rather than just the process.
The assessment was completed in cooperation with PMO manager based on seven defined prospective against 5 levels of maturity (figure 2)
Overall Project Management Maturity
The overall maturity rated at level 2 representing a “repeatable process”; this implies that Xyz is experimenting project management practices by controlling core projects with basic PM framework yet, this practice is not considered across the organization, meaning that Xyz would experience overruns within their projects, the assessment of all processes score at level 3 with exception of “Risk management” and “Resources Management” level 2 (figure3) indicating that Xyz is aware of the advantages of managing projects; however, they are not gaining the full benefits. Thus, further recognition on consistency advantage need to be considered. This is consistent with Grant and Pennypacker (2006) suggestion on having maturity level 2 as the most expensive position. Though, Xyz when compared to other governmental organizations it was one level higher based on study conducted by PWC in 2004.
It had been suggested by Crawford (2006) that organizations should decide on their optimal maturity level across the processes based on their business needs rather than targeting the highest level of maturity for all processes. Thus, based on P3M3 assessment results (figure4) to move toward level 3, it is advisable to build on project culture, expand on risk management processes across the organization and ensure competences development as theses would affect Xyz’s capabilities on the long run.
Detailed Assessment: Observations and Recommendations
Management Control – level 3
There are general project processes applied to core projects that would influence Xyz’s operational capabilities and but they are not applied steadily across all the organization aspects. Therefore, processes are perceived instable due to projects inconsistency and incompliance.
Despite of the C-level support and encouragement for implementing project management processes by authorizing