Project Management Maturity

and Business Integration

Models

A maturity model is a framework for helping

organisations improve their process and systems. The
model for competence and maturity in the project
management that have evolved sine 1980 began the
process of building this concept. Different model are
explained below.
A. The Software Engineering Institute (SEI)
Maturity Model
The SEI is research and development centre establish
in 1984 by US Department of Defense.
The SEI accomplishes this mission by promoting the
evolution of software engineering from an ad hoc,
labour-intensive activity to a discipline that is well
managed and supported by technology.

The five level Capability Maturity Model

(CMM)
1.Initial
2.Repeatable
3.Define
4.Managed
5.Optimisation

B. The Project Management Process Maturity

Model
This model is called as Organisational
Project
Management Maturity Model or OPM3. This model
will include a step-by-step method of increasing
and maintaining an organisational capability to
deliver what it has promised.
It emphasis
incremental improvement in single and multiproject management disciplines and ranks
maturity across five level such as follows;
1. Ad-Hoc
2. Abbreviated
3. Organised
4. Managed
5. Adaptive

C. The Kerzner Project Management

Maturity Model
Dr. Kerzner presented a new five-level
maturity model .
Level-1: Common Language
Level-2: Common Processes
Level-3: Singular Methodology
Level-4: Benchmarking
Level-5: Continuous Improvement

D. Hartman SMART Project ManagementBased Maturity

Francis Hartman , Professor of project management of the
University of Calgary. A recent approach to improving
quality of software development project. It is a five level
model.
Prof. Hartman says a number of technical, social and
business issues must be address to develop truly
competitive project delivery.

Technical issues

More effective tools for resource-based schedule

Better tools for scope and change management
Ways of measuring team alignment
Simplified tools for earned value and risk analysis
Tools to plan for and mange communication

Social and Societal Issues

Ensuring legal and regulatory compliance
Understanding the long-term impact of the
project on the community and team
Developing good working environment for
the whole team and stakeholders
Ensuring a sustainable social
infrastructure to support the project during
the implementation and operating phase
Understanding and mitigating social,
environmental and economic damage to
third parties.

Business Issues
Multi-project management including interproject communication and priority setting
Planning to ensure that projects are aligned
with and support corporate
Project portfolio and risk planning that is
consistent with the risk-taking and
investment policy of the sponsor organisation

E. The SMART Model

The word SMART is an acronym . It stands for:
SM = Strategically Management
A = Aligned
R = Regeneration Work Environment
T = Transition Management
1. Strategically Management
Project and Corporate Strategy
Project Selection
Risk and Reward
Sunk Costs and Killing Project when we should
Critical Success factors

2. Project Alignment

Corporate Strategic Alignment

External Organisations
Stakeholder Alignment
The Project Team
Management Tools and Measurement
3. Regenerative Working Environment
Open Communication
Ownership of Your Job
Propensity to Take Risk
Creativity
Fun in the Workplace
A Tribal Culture
Trust

4. Transition Projects
The Rate of Change and What is changing
Predictability of the Future
PLO estimating
Big and Small Targets
Accessibility Risk Analysis
Managing Expectations

F. The Benefit Realisation Approach

How can I ensure that I ensure that will this
project will contribute to the overall wellbeing of the organisation.
The four critical dimension of complexity
that insufficient for success:
1.Linkage
2.Reach
3.People
4.Time

The Knowledge Economy is characterised by the

following
Opportunities: Expanded geographical scope; expanded
electronic commerce; virtual companies
Risks: Increased complexity (linkage, reach people and time)
Selection : If 20 projects are proposed and you can only do
five,
which five do you do?
Relative Value : How do you measure or estimate value in
advance?
Three Fundamentals
Program Management
Portfolio Management
Full Cycle Governance