Transcript Rapid Product Development

Organizational Project Management Maturity:
Roadmap to Success
Project Management Institute
Washington, DC Chapter
Knowledge Exchange Forum
October 26, 2004
Priya G. Mahata, PMP
[email protected]
Why Organizational Maturity?
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Just as individuals benefit from achieving personal maturity,
organizations benefit from organizational maturity. Organizational
maturity enables an organization to:
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Translate organizational strategy into success
Drive business improvement
Gain competitive edge
“All organizations should continually look for ways to improve – that’s just a
law of economics, a matter of competitive survival”
-Jay Douglas, Manager, Business Development
Carnegie Mellon Software Engineering Institute, PA
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Definitions
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Organizational Maturity is the process of adopting and refining
business processes to ensure success
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Project Management Maturity is more specifically an
organization’s level of achievement with consistent methods and
repeatable delivery of project management goals
A project management maturity model allows an organization to
examine its strengths and weaknesses and develop a maturity
assessment
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Traditional Organizational Maturity Model
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Traditional Organizational Maturity consists of:
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Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimized
Various models use different terms to identify levels but all of them
essentially mirror CMM and PMBOK methodologies.
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Current Situation
Survey of organizations
100%
89%
80%
60%
40%
20%
6%
3%
1%
1%
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3
4
5
0%
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Maturity Levels
Survey of 126 senior level project management
practitioners by the Center for Business Practices
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Maturity Level 1: Initial - Generic
Features:
 “Fire Fighting is the way of
Life”
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Success depends upon
individual heroics
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Few stable processes exist
or used
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The introduction of new
technology is risky
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Data collection and analysis
are ad-hoc
Steps to go to next level:
 An organization must focus on the
fundamentals
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Establish basic project
management concepts, training
and simple processes
Maturity Level 2: Repeatable - Generic
Features:
 Success depends on
management system support
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Steps to go to next level:
 Formalize and document the PM
processes
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Documented processes at
project level
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Customize training according to
the roles
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Technology supports
established stable practices
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Work toward integrated
management processes
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Planning and management
data is used by individual
projects
Maturity Level 3: Defined - Generic
Features:
 Project groups work together
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Training is planned and
provided according to the roles
Integrated management and
engineering processes are
used across the organization
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New technologies are
evaluated on a qualitative basis
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Data is systematically shared
across projects
Steps to go to next level:
 Establish standardized data
definition and collection
processes across the organization
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Encourage team work within and
across the projects
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Collect project planning and
management data across the
organization
Maturity Level 4: Managed - Generic
Features:
 A strong sense of teamwork
exists within each project
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Processes are quantitatively
understood and stabilized
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New technologies are
evaluated on the quantitative
basis
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Data definition and collection
are standardized across the
organization
Steps to go to next level:
 Establish process improvement
teams
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Perform trend analysis on data
gathered
Maturity Level 5: Optimized - Generic
Features:
 A strong sense of teamwork
exists across the organization
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Processes are continuously
and systematically improved
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New technologies are
proactively pursued and
deployed
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Data is used to evaluate and
select process improvements
How to determine the organizational Project Management maturity level?
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There are many maturity models (OPM3, CMM, etc.) to evaluate and
track an organization
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Some questions to consider are:
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Are the business processes within the organization repeatable?
Is any project methodology followed?
Is any project data captured? Any Software tools used?
How are projects chosen and initiated?
How are project roles determined?
How is project information communicated?
How are the executives in the organization kept informed on the projects?
Are there certified project managers in the organization?
When should the organization start looking to improve?
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As soon as possible
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One can prevent problems now or repair damages later. And
“later” always has latent costs.
In SEI’s study of six sample organizations, companies that measured
maturity achieved :
- 35 % increase in productivity
- 19 %decrease in time to market
- 39 % reduction in post-release defects
-Mike Phillips, Program Manager
Capability Maturity Model Integration, SEI
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How does an organization determine its current level of maturity?
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By doing the assessment
To navigate the journey of performance improvement, you must
know where you are and how to get where you want to be.
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How to do the assessment?
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Project Management experts perform the maturity assessment
by:
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Using proven tools like OPM 3 or PMMM
Staff interviews
Artifact evaluation
Survey evaluation
Benchmarking in comparison to established standards
The current maturity is determined by performing a detailed maturity
assessment of organization’s capability, weaknesses, and overall
business goals
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Maturity Models
Maturity models serve as objective scorecards to measure and track
progress. Here are some common maturity models:
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Organizational Project Management Maturity Model (OPM3) PMI
Project Management Maturity Model (PMMM) - Kerzner
Capability Maturity Model Integration (CMMI) – SEI
ESI International’s Project Framework - ESI
The best model is the one that can easily connect to real needs of
the organization
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Maturity Models
OPM 3
(PMI)
CMMI
(SEI)
Level 1
Standardize
Common
Language
Initial
Ad Hoc
Level 2
Measure
Common
Processes
Managed
Consistent
Level 3
Control
Singular
Methodology
Defined
Integrated
Level 4
Continuously
Improve
Benchmarking
Quantitatively
Managed
Comprehensive
Continuous
Improvement
Optimizing
Optimizing
Level 5
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PMMM
(Kerzner)
ESI
International’s
Project
Framework
(ESI)
Benefits of Maturity Models
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Provide a roadmap for strategic improvement
Allow to look into the organization’s strength and weakness
Assess organization’s project management against agreed
criteria
Set realistic targets for improvement
Measure progress towards enhanced capability
Identify the links between needs and real education requirements
Think of the maturity model as a corporate stethoscope that can
assess and diagnose organization’s health
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Success Factors
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Consistent effort
Strong executive management support
Emphasis on project management best practices
Setting reasonable goals
Implementing changes step by step
Project management training
Sharing knowledge across the organization
Anticipating incremental improvement
Maturity is an on-going process, Organizations must be willing to
stay abreast of changes in the field of project management, seek
out best practices and implement these changes.
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Summary
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Organizations can benefit from the Organizational Project
Management Maturity
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Maturity Models offer proven roadmaps to project management
success
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Organizations with higher levels of maturity deliver portfolios with
more efficiency