Using the Project Management Maturity Model, 3rd Edition

CHAPTER 4An Introduction to the Project Management Maturity Model (PMMM)

Introduction

All companies desire to achieve maturity and excellence in project management. Unfortunately, not all companies recognize that the time frame can be shortened by performing strategic planning for project management. The simple use of project management, even for an extended amount of time, does not necessarily lead to excellence. Instead, it can result in repetitive mistakes and, what’s worse, learning from your own mistakes rather than from the mistakes of others.

Strategic planning for project management is unlike other forms of strategic planning in that it is most often performed at the middle-management level, rather than by executive management. Executive-level management is still involved, mostly in a supporting role, and provides strategic information and funding together with employee release time for the effort. Executive involvement will be necessary to make sure that whatever is recommended by middle management will not result in unwanted changes to the corporate culture.

Today, because project management is seen as a strategic competency, executives are involved in project management maturity. Executives are expected to be champions and active participants in the project management process, and to drive the development and implementation process from the top down. In one automotive supplier, middle management developed an outstanding project management methodology. Senior management ...