Overview of Project Management Maturity Model
Project management maturity model (PMMM) is a basis for realizing excellence in project management. It consists of five levels which represent a different degree of project maturity (Kerzner, 2005). The five levels used in the PMMM as proposed by the Project Management Institute include:
Level 1-Common Language - This phase reflects on a company that operates in a relatively casual means. In this level, the organization identifies the significance of project management and need for comprehension of basics of project management and the accompanying language terminology.
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Level 2-Common Processes- at this level, the organization recognizes that common procedures need to be defined and established. The overall project success depends on crucial individuals or specific management support rather than on adoption of broad standards throughout the organization
Level 3- Singular Methodology- in this phase, the organization identifies the synergistic impact of merging all corporate methodologies into a single method. The synergistic implications make process control easier with a unique methodology than one with multiple approaches.
Level 4- Benchmarking- this phase involves the recognition that process improvement is crucial in maintaining a competitive advantage in any market segment.
Level 5- Continuous Improvement- at this stage, the company examines data obtained through benchmarking and then decides on whether this information will enhance unique methodology. At this phase, the company seeks to improve project management performance often by use of innovative techniques not seen or used by other organizations.
With strategic planning, the organization can translate strategies into tangible short-term actions. The short-term goals can be accomplished by the use of the strategic planning as means of determining the types of markets relevant to the organization and the capabilities needed to reach the markets effectively (Kerzner, 2005). The process appears simple, but this can be deceptive. For it to work to the advantage of the organization, capable management has to be in place. Also, adapting planning to be appropriate with the nation’s unique business environment is vital.
References
Kerzner, H. (2005). Using the project management maturity model: strategic planning for project management . John Wiley & Sons.
