PROJECT MANAGEMENT MATURITY MODELS

MANUEL SUAREZ

AGENDA
1.INTRODUCTION 2.MATURITY MODEL CONCEPT 3.MATURITY MODELS AND THE COMPETITIVE ADVANTAGE 4.MATURITY MODELS AND THE PROJECT SUCCESS 5.LESSONS LEARNT 6.REFERENCES 7.QUESTIONS

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

1. INTRODUCTION
PROJECT MANAGEMENT MATURITY MODEL IS A TOOL USED TO MEASURE AN ORGANISATIONS PROJECT MANAGEMENT LEVEL OF GROWTH (JUGDEV AND THOMAS 2002).

MATURITY MODELS PORTRAY A FIRM EVOLUTION FROM IMMATURE PROJECT MANAGEMENT PRACTICES TO SOLID PRACTICES AND RELATED INFRASTRUCTURE NECESSARY TO SUPPORT PROJECTS AT AN ORGANISATIONAL LEVEL (DINSMORE 1998, KERZNER 2001). THE CONSIDERATION OF MATURITY MODELS PROVIDES AN APPROACH TO CONTINUOUS IMPROVEMENT IN MANY AREAS OF BUSINESS. DUFFY (2001) SPECIFICALLY IDENTIFIES THE APPLICATION TO STRATEGY DEVELOPMENT AND FORMULATING RESPONSES TO CHANGE, SUGGESTING THE VALUE OF A MATURITY MODEL LIES IN ITS USE AS AN ANALYSIS AND POSITIONING TOOL.

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

2. MATURITY MODEL CONCEPT

MATURITY MODEL ASSESSES THE MATURITY OF THE PROJECT MANAGEMENT PROCESSES USING A SCALE OF MATURITY BASED ON THE RELATIONSHIP BETWEEN CAPABILITY LEVELS AND MATURITY LEVELS. MATURITY MODELS CAN BE SAID TO BE A REFERENCE GUIDE FOR STRUCTURED BEST PRACTICE AS IT BREAKS DOWN THE BROAD DISCIPLINES OF PORTFOLIO, PROGRAMME AND PROJECT MANAGEMENT INTO A HIERARCHY OF KEY PROCESS AREAS (KPAS) ENABLING AN ORGANIZATION TO ASSESS THEIR CURRENT CAPABILITY AND THEN PLOT A ROADMAP FOR IMPROVEMENT PRIORITIZED BY THOSE KPAS WHICH WILL MAKE THE BIGGEST IMPACT ON PERFORMANCE.

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

2. MATURITY MODEL CONCEPT

OPTIMISING LEVEL 5

PROJECT MANAGEMENT MATURITY

QUANTITATIVELY LEVEL 4 MANAGED

DEFINED

LEVEL 3

MANAGED

LEVEL 2

INC

RE

IN AS

V LE

M OF S EL

Y RIT U AT

PERFORMED

LEVEL 1

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

3. PMMs AS A SOURCE OF COMPETITIVE ADVANTAGE

BARNEY (2002) NOTES THAT THE ESSENCE OF AN ORGANISATIONS COMPETITIVE ADVANTAGE RESTS IN ITS ABILITY TO BE DIFFERENT AND USE INIMITABLE STRATEGIC ASSETS AND PROCESSES.

POSSESSION OF STRATEGIC ASSETS IS A NECESSARY CONDITION FOR SUSTAINED COMPETITIVE ADVANTAGE (KOCHHAR 1997). JUGDEV AND THOMAS (2002) GO FURTHER TO STATE THAT ONLY STRATEGIC ASSETS ARE CONSIDERED VITAL TO DEVELOP A LONG TERM STRATEGIC ADVANTAGE BECAUSE THEY INVOLVE SPECIFIC RESOURCE CHARACTERISTICS AND ORGANISATIONAL PRACTISE

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

3. PMMs AS A SOURCE OF COMPETITIVE ADVANTAGE

ACCORDING TO JUGDEV AND THOMAS (2002), STRATEGIC ASSETS ARE: VALUABLE UNIQUE INIMITABLE NON-SUBSTITUTABLE DURABLE LOW TRADABILITY AND POSSESS ORGANISATIONAL FOCUS.

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

3. PMMs AS A SOURCE OF COMPETITIVE ADVANTAGE

MATURITY MODELS ASSESSED WITHIN THE RBV CONTEXT: MOST MMs TYPICALLY CAPTURE EXPLICIT KNOWLEDGE AS DOCUMENTED IN THE FIVE LEVELS, BUT THEY DO NOT CAPTURE THE INTANGIBLE ASSETS. MMs COVER THE KNOW-WHAT OF PROJECT MANAGEMENT BUT NOT THE KNOW-HOW.

MOVING TO THE NEXT LEVEL DOES NOT TAKE ORGANIZATIONAL KNOW-HOW INTO ACCOUNT (OFTEN DEPENDS ON HAVING MORE EXTENSIVE DOCUMENTATION, PROJECT MANAGEMENT PROCEDURES, OR CODIFIED PROCESSES IN PLACE). MMs APPEAR TO RESULT IN A TEMPORARY COMPETITIVE ADVANTAGE FOR SOME FIRMS AND COMPETITIVE PARITY FOR MOST. MMS DO NOT LEAD TO SUSTAINED COMPETITIVE ADVANTAGES.

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

3. PMMs AS A SOURCE OF COMPETITIVE ADVANTAGE

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

4. PMMs AND THE PROJECT SUCCESS

MANY OF THE PRACTITIONER-FOCUSED TEXTBOOKS ON PROJECT MANAGEMENT DEFINE PROJECT SUCCESS CRITERIA IN TERMS OF THE TIME, COST, AND PRODUCT PERFORMANCE COMPARED TO THE PLAN. HOWEVER, DE WIT (1988) DISTINGUISHED THE SUCCESS OF PROJECT MANAGEMENT (FOR WHICH MEASURES OF TIME, COST, AND QUALITY MIGHT BE BROADLY APPROPRIATE) FROM THE SUCCESS OF THE PROJECT, WHICH WILL DEPEND ON A WIDER RANGE OF MEASURES. THE IMPORTANCE OF THIS DISTINCTION IS EMPHASIZED BY MUNNS & BJEIRMI (1996), WHO DRAW ATTENTION TO THE SHORT-TERM GOALS OF THE PROJECT MANAGER (IN DELIVERING THE REQUIRED PRODUCT OR SERVICE TO SCHEDULE AND WITHIN BUDGET) AS OPPOSED TO THE LONG-TERM GOALS OF THE PROJECT (TO DELIVER THE PROMISED BUSINESS BENEFITS).

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

4. PMMs AND THE PROJECT SUCCESS

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

4. PMMs AND THE PROJECT SUCCESS

BENEFITS CONFERRED BY PROJECT MANAGEMENT MATURITY ARE LIKELY TO VARY ACCORDING TO THE PLACE THAT PROJECTS PLAY IN AN ORGANIZATIONS STRATEGIC INTENT AND THE PRECISE RELATIONSHIP BETWEEN THE DIFFERENT LEVELS OF SUCCESS THAT PROJECTS MUST NECESSARILY ACCOMPLISH IN ORDER TO SUCCESSFULLY IMPLEMENT STRATEGY. IT IS NOT EASY TO DEFINE WHETHER A PARTICULAR LEVEL OF MATURITY IN MANAGING PROJECTS AND PROGRAMS CAN BE VALUABLE INDEPENDENTLY OF THE OVERALL MATURITY OF MANAGEMENT IN THE ORGANIZATION AS A WHOLE. MANAGEMENT MATURITY MIGHT PLAY A GREATER PART THAN PROJECT MANAGEMENT MATURITY IN CREATING VALUE FOR AN ORGANIZATION.

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

5. LESSONS LEARNT
MEASURING THE MATURITY OF PROGRAMME AND PROJECT MANAGEMENT, AND IMPLEMENTING EFFECTIVE IMPROVEMENT PLANS, ORGANISATIONS CAN SUBSTANTIALLY INCREASE THEIR OPERATIONAL EFFICIENCY. MMs APPEAR TO RESULT IN A TEMPORARY COMPETITIVE ADVANTAGE FOR SOME FIRMS AND COMPETITIVE PARITY FOR MOST. MMS DO NO LEAD TO SUSTAINED COMPETITIVE ADVANTAGES. MMS HAVE TO ENCOURAGE A FLEXIBLE APPROACH TO THE GROWTH OF PROJECT MANAGEMENT PRACTISES RATHER THAN A FIXED SET OF LEVELS/STAGES. FOCUS ON THE HUMAN RESOURCES AND THE OVERALL ORGANISATION AS A CORE ASSET IN DELIVERING STRATEGY RATHER THAN WORK PROCESS AND RIGID SETS OF METHODOLOGIES.

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS

6. REFERENCES
1. GREEN, S., 2006. Strategic Project Management: From Maturity Model to Star Project Leadership. (Online):http://www.pmforum.org/library/papers/2006/stratprojmgtstarleade rs.pdf Accessed 15 January 2011 2. Schlichter, J, 2007 Taking OPM3 to the Next Level by John Schlichter http://www.pmforum.org/library/papers/index.htm 3. Mullaney, M, 2006, Longitudinal Analysis of Project Management Maturity, Project Management Journal Vol 36, No 3 62-73. 4. Jugdev, K. and Thomas, J., 2002 Project Management Maturity Models: The Silver Bullets of Competitive Advantage? . Project Management Journal, Vol. 33 Issue 4, p4, 11p 5. Callahan, K., & Brooks, L. 2004. Essentials of strategic project management. Hoboken, NJ: John Wiley & Sons. 6. Terence J. Cooke-Davies. (2004). Measurement of Organizational Maturity. Available: http://www.humansystems.net/papers/measuring_organizational_maturity. pdf. Last accessed 16th Feb 2012. 7. Emanuel Camilleri. (2011). Project Success. Available: http://www.gowerpublishing.com/isbn/9780566092282. Last accessed 16th Feb 2012
MANUEL SUAREZ PROJECT MANAGEMENT MATURITY MODELS

7. QUESTIONS

MANUEL SUAREZ

PROJECT MANAGEMENT MATURITY MODELS