Using the Project Management Maturity Model: Strategic Planning for Project Management

ISBN-13: 9781119530824 / Angielski / Miękka / 2019 / 320 str.

Harold Kerzner

Spis treści

Preface xiIntroduction xiiiChapter 1 The Need for Strategic Planning for Project Management 1Introduction 1Misconceptions 1Project Management Becomes a Strategic Competency 3General Strategic Planning 4Participation by the Project Manager in Strategic Planning 5What Is Strategic Planning for Project Management? 7Executive Involvement 13Critical Success Factors for Strategic Planning 13Identifying Strategic Resources 14Why Does Strategic Planning for Project Management Sometimes Fail? 17Concluding Remarks 19Chapter 2 The Need to Plan for Project Management Maturity 21Introduction 21The Need for a PMMM 21Other Purposes for the PMMM 23Defining Project Management Maturity 24Advantages of Using a PMMM 25Disadvantages of Using a PMMM 26Selecting a PMMM 27Changing the Strategic Direction 27Maturity and Core Competencies 28Maturity and Assessment Timing 28The Importance of Intangible Maturity Metrics 29Chapter 3 Customizing the PMMM 31The Need for PMMM Customization 31Understanding Customization 31Issues with Public-Sector Project Management Maturity 32Olympic Games Project Management Maturity 35Capturing Olympic Games Lessons Learned 36Chapter 4 An Introduction to the Project Management Maturity Model (PMMM) 39Introduction 39The Foundation for Excellence 40Overlap of Levels 41Risks 43Assessment Instruments 44Chapter 5 Level 1: Common Language 45Introduction 45Roadblocks 46Advancement Criteria 47Risk 47Assessment Instrument for Level 1 48Questions 48Answer Key 61Explanation of Points for Level 1 63Opportunities for Customizing Level 1 63Chapter 6 Level 2: Common Processes 65Introduction 65Life Cycles for Level 2 66Roadblocks 68Advancement Criteria 69Risk 69Overlapping Levels 70Assessment Instrument for Level 2 70Questions 71Explanation of Points for Level 2 74Opportunities for Customizing Level 2 74Chapter 7 Level 3: Singular Methodology 75Introduction 75Integrated Processes 76Culture 78Management Support 79Informal Project Management 80Training and Education 80Behavioral Excellence 82Roadblocks 83Advancement Criteria 83Risk 83Overlapping Levels 84Assessment Instrument for Level 3 84Questions 84Answer Key 92Explanation of Points for Level 3 94Opportunities for Customizing Level 3 95Chapter 8 Level 4: Benchmarking 97Introduction 97Characteristics 98The Project Office or Center of Excellence 99Benchmarking Opportunities 100Roadblocks 102Advancement Criteria 103Assessment Instrument for Level 4 103Questions 103Explanation of Points for Level 4 106Opportunities for Customizing Level 4 107Chapter 9 Level 5: Continuous Improvement 109Characteristics 109Continuous Improvement Areas 110The Never-Ending Cycle 112Examples of Continuous Improvement 113Developing Effective Procedural Documentation 113Project Management Methodologies 119Continuous Improvement 120Capacity Planning 121Competency Models 122Managing Multiple Projects 124End-of-Phase Review Meetings 125Strategic Selection of Projects 126Portfolio Selection of Projects 129Horizontal or Project Accounting 131Organizational Restructuring 133Career Planning 134Assessment Instrument for Level 5 135Questions 135Explanation of Points for Level 5 137Opportunities for Customizing Level 5 137Chapter 10 Sustainable Competitive Advantage 139Introduction 139Strategic Thrusts 140The Need for Continuous Improvement 143Project Management Competitiveness 143Products versus Solutions 144Enterprise Project Management 145Engagement Project Management 146Chapter 11 Advanced Project Management Maturity Assessments 147Introduction: Changing Times 147Redefining Maturity from PM 1.0 to PM 2.0/3.0 147Some Critical Issues with PM 1.0 149The Need for PM 2.0 150The Need for PM 3.0 153Criticisms of PM 2.0 and PM 3.0 154Implementing Continuous Improvement Changes 155How to Update the Assessment Instruments 157Changing Definitions for PM 2.0 and PM 3.0 158Assessing Maturity for PM 2.0 and PM 3.0 159Statements 159Measuring Intangible Benefits and Value 164Customizing PM 2.0 and PM 3.0 Assessments 165PMMM and the Agile Environment 171Chapter 12 How to Conduct a Project Management Maturity Assessment 173Introduction 173Find Ways to Bypass the Corporate Immune System 173Explain Why You Are Doing This 174Pick the Model that Is Best for Your Organization 175Maturity Models: How Do They Compare? 176Create the Right Fit 176Choose an Appropriate Delivery Method 177Establish Responsibility 180Decide Who Should Participate 181Turn the Results into an Action Plan 182Develop a Remedial Training Curriculum 183Keep Top Management Informed 183Virtual Reporting 184Benchmark Your Results to Others 184Do It Again 185Chapter 13 Using the PMMM to Extract Best Practices 187Introduction 187The Best Practices Process 188Step 1: Definition of a Best Practice 189Step 2: Seeking Out Best Practices 190Step 3: Validating the Best Practice 191Step 4: Levels of Best Practices 192Step 5: Management of Best Practices 193Step 6: Revalidating Best Practices 194Step 7: What to Do with a Best Practice 194Step 8: Communicating Best Practices Across the Company 195Step 9: Ensuring Usage of the Best Practices 196Common Beliefs 196Best Practices Library 197Best Practices and the PMMM 199Chapter 14 Case Studies 201Case 1: Simone Engineering Company 201Case 2: NorthStar Software Company 202Case 3: Colmar Automotive 203Case 4: Ferris HealthCare, Inc. 204Case 5: Clark Faucet Company 205Case 6: Macon, Inc. 207Case 7: The Blue Spider Project 209Case 8: Corwin Corporation 221Case 9: The Trophy Project 230Appendix The Kerzner Project Management Maturity Model 235XXXX KPMMM 235Introduction 237Respondents by Project Roles and Countries Represented 241Executive Overview of the Assessment Results 242Level 1: Common Language (Max 800) 244Level 2: Common Processes (Max 60) 251Level 3: Singular Methodology (Max 210) 256Level 4: Benchmarking (Max 75) 260Level 5: Continuous Improvement (Max 48) 262A Study of Level 1 Performance 263A Study of Level 2 Performance 267A Study of Level 3 Performance 271A Study of Level 4 Performance 275A Study of Level 5 Performance 279Suggested Actions 283Index 285

O autorze

HAROLD KERZNER, PHD, is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP(r) credential holder or global equivalent each year.