Using the Project Management Maturity Model, 3rd Edition

Using the Project Management Maturity Model, 3rd Edition

by Harold Kerzner
Released March 2019
Publisher(s): Wiley
ISBN: 9781119530824

Read it now on the O’Reilly learning platform with a 10-day free trial.

O’Reilly members get unlimited access to books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.

Start your free trial

Book description

The industry validated Project Management Maturity Model developed by Dr. Harold Kerzner—updated and expanded

Using the Project Management Maturity Model offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This Third Edition includes maturity metrics, examples of Project Management Maturity Model (PMMM) reports, a new chapter on the characteristics of effective PMMM, assessment questions that align with the PMBOK® Guide—Sixth Edition, all-new illustrations that define advanced levels of maturity, assessment tools for organizations using traditional PM methods, and detailed guidance for organizations using Agile and Scrum.

Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is broken down into three major parts. The first part discusses the principles of strategic planning and how it relates to project management, the definition of project management maturity, and the need for customization. The second part details the Project Management Maturity Model (PMMM), which provides organizations with general guidance on how to perform strategic planning for project management. The third part of the book looks at some relatively new concepts in project management such as how assessments can be made to measure the firm’s growth using PM 2.0 and PM 3.0. 

  • Features customizable maturity model assessment tools for organizations of all sizes
  • Includes assessment questions updated to line up with PMBOK® Guide—6th Edition
  • Offers detailed guidance on applying the maturity model for Agile and Scrum
  • Includes PowerPoint decks to aid in teaching the maturity model

Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is an ideal book for senior level and middle level corporate managers, project and team managers, engineers, project team members, and business consultants. It also benefits both business and engineering students in courses on advanced project management. 

Table of contents

  1. Cover
  2. Preface
  3. Introduction
  4. Chapter 1 The Need for Strategic Planning for Project Management
    1. Introduction
    2. Misconceptions
    3. Project Management Becomes a Strategic Competency
    4. General Strategic Planning
    5. Participation by the Project Manager in Strategic Planning
    6. What Is Strategic Planning for Project Management?
    7. Executive Involvement
    8. Critical Success Factors for Strategic Planning
    9. Identifying Strategic Resources
    10. Why Does Strategic Planning for Project Management Sometimes Fail?
    11. Concluding Remarks
    12. Note
  5. Chapter 2 The Need to Plan for Project Management Maturity
    1. Introduction
    2. The Need for a PMMM
    3. Other Purposes for the PMMM
    4. Defining Project Management Maturity
    5. Advantages of Using a PMMM
    6. Disadvantages of Using a PMMM
    7. Selecting a PMMM
    8. Changing the Strategic Direction
    9. Maturity and Core Competencies
    10. Maturity and Assessment Timing
    11. The Importance of Intangible Maturity Metrics
    12. Notes
  6. Chapter 3 Customizing the PMMM
    1. The Need for Pmmm Customization
    2. Understanding Customization
    3. Issues with Public-Sector Project Management Maturity
    4. Olympic Games Project Management Maturity
    5. Capturing Olympic Games Lessons Learned
  7. Chapter 4 An Introduction to the Project Management Maturity Model (PMMM)
    1. Introduction
    2. The Foundation for Excellence
    3. Overlap of Levels
    4. Risks
    5. Assessment Instruments
    6. Notes
  8. Chapter 5 Level 1: Common Language
    1. Introduction
    2. Roadblocks
    3. Advancement Criteria
    4. Risk
    5. Assessment Instrument for Level 1
    6. Questions
    7. Explanation of Points for Level 1
    8. Opportunities for Customizing Level 1
    9. Notes
  9. Chapter 6 Level 2: Common Processes
    1. Introduction
    2. Life Cycles for Level 2
    3. Roadblocks
    4. Advancement Criteria
    5. Risk
    6. Overlapping Levels
    7. Assessment Instrument for Level 2
    8. Questions
    9. Explanation of Points for Level 2
    10. Opportunities for Customizing Level 2
    11. Notes
  10. Chapter 7 Level 3: Singular Methodology
    1. Introduction
    2. Integrated Processes
    3. Culture
    4. Management Support
    5. Informal Project Management
    6. Training and Education
    7. Behavioral Excellence
    8. Roadblocks
    9. Advancement Criteria
    10. Risk
    11. Overlapping Levels
    12. Assessment Instrument for Level 3
    13. Questions
    14. Explanation of Points for Level 3
    15. Opportunities for Customizing Level 3
  11. Chapter 8 Level 4: Benchmarking
    1. Introduction
    2. Characteristics
    3. The Project Office or Center of Excellence
    4. Benchmarking Opportunities
    5. Roadblocks
    6. Advancement Criteria
    7. Assessment Instrument for Level 4
    8. Questions
    9. Explanation of Points for Level 4
    10. Opportunities for Customizing Level 4
  12. Chapter 9 Level 5: Continuous Improvement
    1. Characteristics
    2. Continuous Improvement Areas
    3. The Never-Ending Cycle
    4. Examples of Continuous Improvement
    5. Developing Effective Procedural Documentation
    6. Project Management Methodologies
    7. Continuous Improvement
    8. Capacity Planning
    9. Competency Models
    10. Managing Multiple Projects
    11. End-of-Phase Review Meetings
    12. Strategic Selection of Projects
    13. Portfolio Selection of Projects
    14. Horizontal or Project Accounting
    15. Organizational Restructuring
    16. Career Planning
    17. Assessment Instrument for Level 5
    18. Questions
    19. Explanation of Points for Level 5
    20. Opportunities for Customizing Level 5
    21. Notes
  13. Chapter 10 Sustainable Competitive Advantage
    1. Introduction
    2. Strategic Thrusts
    3. The Need for Continuous Improvement
    4. Project Management Competitiveness
    5. Products versus Solutions
    6. Enterprise Project Management
    7. Engagement Project Management
    8. Note
  14. Chapter 11 Advanced Project Management Maturity Assessments
    1. Introduction: Changing Times
    2. Redefining Maturity from PM 1.0 to PM 2.0/3.0
    3. Some Critical Issues with PM 1.0
    4. The Need for PM 2.0
    5. The Need for PM 3.0
    6. Criticisms of PM 2.0 and PM 3.0
    7. Implementing Continuous Improvement Changes
    8. How to Update the Assessment Instruments
    9. Changing Definitions for PM 2.0 and PM 3.0
    10. Assessing Maturity for PM 2.0 and PM 3.0
    11. Statements
    12. Measuring Intangible Benefits and Value
    13. Customizing PM 2.0 and PM 3.0 Assessments
    14. PMMM and the Agile Environment1
    15. Notes
  15. Chapter 12 How to Conduct a Project Management Maturity Assessment1
    1. Introduction
    2. Find Ways to Bypass the Corporate Immune System
    3. Explain Why You Are Doing This
    4. Pick the Model that Is Best for Your Organization
    5. Maturity Models: How Do They Compare?
    6. Create the Right Fit
    7. Choose an Appropriate Delivery Method
    8. Establish Responsibility
    9. Decide Who Should Participate
    10. Turn the Results into an Action Plan
    11. Develop a Remedial Training Curriculum
    12. Keep Top Management Informed
    13. Virtual Reporting
    14. Benchmark Your Results to Others
    15. Do It Again
    16. Notes
  16. Chapter 13 Using the PMMM to Extract Best Practices
    1. Introduction
    2. The Best Practices Process
    3. Step 1: Definition of a Best Practice
    4. Step 2: Seeking Out Best Practices
    5. Step 3: Validating the Best Practice
    6. Step 4: Levels of Best Practices
    7. Step 5: Management of Best Practices
    8. Step 6: Revalidating Best Practices
    9. Step 7: What to Do with a Best Practice
    10. Step 8: Communicating Best Practices Across the Company
    11. Step 9: Ensuring Usage of the Best Practices
    12. Common Beliefs
    13. Best Practices Library
    14. Best Practices and the PMMM
    15. Notes
  17. Chapter 14 Case Studies
    1. Case 1: Simone Engineering Company
    2. Questions
    3. Case 2: NorthStar Software Company
    4. Questions
    5. Case 3: Colmar Automotive
    6. Questions
    7. Case 4: Ferris HealthCare, Inc.
    8. Questions
    9. Case 5: Clark Faucet Company
    10. Questions
    11. Case 6: Macon, Inc.
    12. Questions
    13. Case 7: The Blue Spider Project
    14. Questions
    15. Case 8: Corwin Corporation
    16. Questions
    17. Case 9: The Trophy Project
    18. Questions
    19. Notes
  18. Appendix The Kerzner Project Management Maturity Model
    1. XXXX KPMMM
    2. Introduction
    3. Respondents by Project Roles and Countries Represented
    4. Executive Overview of the Assessment Results
    5. Level 1: Common Language (Max 800)
    6. Level 2: Common Processes (Max 60)
    7. Level 3: Singular Methodology (Max 210)
    8. Level 4: Benchmarking (Max 75)
    9. Level 5: Continuous Improvement (Max 48)
    10. A Study of Level 1 Performance
    11. A Study of Level 2 Performance
    12. A Study of Level 3 Performance
    13. A Study of Level 4 Performance
    14. A Study of Level 5 Performance
    15. Suggested Actions
  19. Index
  20. End User License Agreement

Product information

  • Title: Using the Project Management Maturity Model, 3rd Edition
  • Author(s): Harold Kerzner
  • Release date: March 2019
  • Publisher(s): Wiley
  • ISBN: 9781119530824