The Project Management Maturity Model
SOURCE: DR. HAROLD KERZNER
The Five Levels
of Maturity
Level 5
Continuous
Improvement
Common
Language
Level 1
Basic
Knowledge
Level 2
Common
Processes
Process
Definition
Level 3
Singular
Methodology
Process
Control
Level 4
Benchmarking
Process
Improvement
Note: These phases overlap.
Characteristics: Level 1
Common Language
Lip Service to Project Management
Virtually No Executive-Level Support
Small “Pocket” of Interest
No Attempt to Recognize the Benefits of Project Management
Self-Interest Comes Before Company Interest
No Investment in Project Management Training and Education
Roadblocks: Level 1
Common
Language
Level 1
Basic
Knowledge
Resistance to Change
Leave Well Enough Alone
Not Invented Here
It Does Not Apply to Us
We Don’t Need It
Actions Needed: Level 1
Key Actions to Advance to Level 2
Training and Education in Project Management
Certified Project Management Professionals
Understanding the Principles of Project Management: (PMBOK® Guide)
Recognition of Available Project Management Tools
Employees Communicate in a Common Project Management Language
Characteristics: Level 2
Common Processes
Recognition of Benefits of Project Management
Organizational Support at All Levels
Recognize Need for Processes/Methodologies
Recognize the Need for Cost Control
Develop a Project Management Training Curriculum
Roadblocks: Level 2
Common Processes
Level 2
Process Definition
Resistance to a New Methodology
What We Have Works Well
Believing That a Methodology Needs Rigid Policies and Procedures
Resistance to “Horizontal” Accounting
Actions Needed: Level 2
Key Actions to Advance to Level 3
Develop a Culture That Supports Project Management
Recognize the Driving Forces/Need for Project Management
Development of a Project Management Process/Methodology
Development of a Project Management Curriculum
Characteristics: Level 3
Singular Methodology
Integrated Processes
Cultural Support
Management Support at All Levels
Informal Project Management
Return on Investment for Project Management Training Dollars
Behavioral Excellence
Roadblocks: Level 3
Singular
Methodology
Level 3
Process Control
Don’t Fix It if It Isn’t Broken
Resistance to a Single Integrated Methodology (ie. Repeatable Process)
Resistance to Shared Accountability
Fragmented Corporate Culture
Over-Emphasis on Documentation
Actions Needed: Level 3
Key Actions to Advance to Level 4
Integration of All Related Processes into a Single Methodology with Demonstrated Successful Execution
The Corporate-Wide Acceptance of a Culture That Supports Informal Project Management and Multiple Boss Reporting
Support for Shared Accountability
Characteristics: Level 4
Benchmarking
Establishment of a Project Office (PO) or a Center of Excellence (COE)
Dedication to Benchmarking
Looking at Both Similar and Non-Similar Industries
Quantitative Benchmarking (Processes and Methodologies)
Qualitative Benchmarking (Cultures)
Roadblocks: Level 4
Benchmarking
Level 4
Process Improvement
Not Invented Here Syndrome
Does Not Apply to Us
Wrong Industry to Benchmark Against
Fearful of What Results Will Be Found
Resistance to Change
Actions Needed: Level 4
Key Actions to Advance to Level 5
Creation of an Organization Dedicated to Benchmarking
Develop a Process for Benchmarking
Decide What to Benchmark and Who to Benchmark Against
Recognition of The Benefits of Benchmarking
Characteristics: Level 5
Continuous Improvement
Lessons-Learned Files
Knowledge Transfer
PO/COE Mentorship Program
Strategic Planning for Project Management
COMPANIES WITH WORLD-CLASS METHODOLOGIES
Benefits Of A World Class Methodology
Faster “time to market” through better scope control
Lower overall program risk
Better risk management which leads to better decision-making
Benefits Of A World Class Methodology (Cont.)
Greater customer satisfaction and trust which leads to increased business and expanded responsibilities for the contractors
Emphasis is on customer satisfaction and value-added rather than internal competition between functional groups
Benefits Of A World Class Methodology (Cont.)
Customer treats the contractor as a “partner” rather than as a commodity
Contractor assists the customer during strategic planning activities
Benchmarking/continuous improvement is easier and quicker
The existence of a world class methodology does not by itself constitute excellence in project management. The corporate-wide acceptance and use of it does lead to excellence.
The Hexagon of Excellence
Behavioral Excellence
Culture
Informal Project Mgmt.
Training and Education
Management Support
Integrated Processes
The Project-Line Interface
Project manager is vested with power/authority over the line managers
Project manager negotiates for best people
Project manager works directly with functional employees
Project manager has no input into employee performance evaluations
Project manager-centered leadership
Project and line managers share authority and power
Project manager negotiates for line manager’s commitment
Project manager works through line managers
Project manager makes recommendations to the line managers
Team-centered leadership
IMMATURITY
MATURITY
The Executive Interface
Executive is actively involved in projects
Executive acts as the project champion
Executive questions the project manager’s decisions
Priority shifting occurs frequently
Executive views project management as a necessary evil
Very little project management support
Executive involvement is passive
Executive acts as the project sponsor
Executive trusts the project manager’s decisions
Priority shifting is avoided
Executive views project management as beneficial
Visible, ongoing support
IMMATURITY
MATURITY
The Executive Interface
Executive is not committed to project sponsorship
Executive support exists only during project startup
Executive encourages project decisions to be made
No procedures exist for assigning project sponsors
Executives seek perfection
Executive is committed to sponsorship (and ownership)
Executive support exists on a continuous basis
Executive encourages business decisions to be made
Sponsorship assignment procedures are visible
Executives seek what is possible
IMMATURITY
MATURITY
Project Failure (Behavioral)
“Most of the experience that I had where they [the projects] failed, they failed because of management meddling. Either management wasn’t 100 percent committed to the process or management just bogged the whole process down with reports and a lot of other innuendoes. The biggest failures I’ve seen anytime have been really because of management.”
(Robert Hershock; retired Vice President, 3M)
Project Management
Learning Curve
Time
On-the-Job Experience
Education
Knowledge Transfer
Actual Learning
Ideal Learning
Benchmarking/ Continuous Improvement
Project Management Knowledge
$
?
Time
Project Management Costs Versus Benefits
Additional Profits from Better Project Management
Cost of Project Management
Pegged
The Project Office
A strategic planning focal point for the project management process
An organization dedicated to continuous improvement
An organization dedicated to benchmarking for project management
Organizational mentorship for inexperienced project managers
Benefits
Benefits
The Project Office
Centralized lessons learned files on completed projects
A “hot line” for problems without involvement senior management
An organization for sharing ideas and experiences
An organization for creating project management standards
Benefits
Benefits
The Project Office
Assist Human Resources in the creation of a project management career path ladder
Centralized project planning and scheduling.
Assist Human Resources in the creation of a project management curriculum and course content
Centralized cost control and reporting
Benefits
Benefits
Project Management
Competitiveness
Strategic
Competency
Is the
Pathway to
Sustained
Competitive
Advantage
Is the
Foundation for
Project Management
Competencies
Is the
Source of
Project
Management
Skills
Leads to
Immaturity
Maturity
Excellence
Project
Management
Training
Score Your Organization
Based on the questionnaire from Kerzner, score your organization’s project management maturity level.
This is not a ‘contest’ to see who can get the best score -- it is a tool to tell you where you are and what your organization needs to do to improve.
