Project Management Maturity Model

Revised
ISBN: 978-1-4822-5544-7
Verlag: AUERBACH PUBN

Buch, Englisch, 247 Seiten, Format (B × H): 161 mm x 244 mm, Gewicht: 483 g

Reihe: PM Solutions Research

Following in the tradition of its bestselling predecessors, Project Management Maturity Model, Third Edition provides a roadmap for improving project success and boosting organizational performance. This edition presents new and revised material based on the Project Management Institute’s (PMI’s) A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide). Chapters are based on the 10 knowledge areas specified in PMI’s standard.A cornerstone of the author’s organization, PM Solutions, has been the Project Management Maturity Model (PMMMSM). This book fully describes the model to provide you with a comprehensive tool to improve your organization’s project management practices. The book covers the areas critical to organizational improvement, including the project management office, management oversight, and professional development. After reading this book, you will understand how to:

Determine the maturity of your organization’s project management processes and use that information to address business needs
Map a logical path to organization-wide process improvement
Set priorities for short-term process improvement
Assess the need for a project management office
Track progress against your project management improvement plan
Build and sustain a culture of project management excellence
The book provides you with a conceptual framework to optimize specific project management processes and boost the capabilities of your organization. It presents best practices for determining portfolio maturity, setting short-term priorities, improving portfolio management processes, and tracking progress. It also includes a checklist for assessing your organization’s project management maturity as well as an updated version of PM Solutions’ Project Portfolio Management Maturity Model.

Zielgruppe

Project and program managers.

Autoren/Hrsg.

Crawford, J. Kent

Inhaltsverzeichnis

Describing Project Management MaturityProject Management Maturity ModelModel Description Key Attributes of Knowledge Areas Levels of Project Management Maturity General Component Description Three Special Interest Components Five Levels of Maturity Why SEI CMMs Serve as Standards Notes on Measuring against the Five Levels Assessing Your Level Maturing to Level 3 and Beyond Attaining Level 4 Maturity Attaining Level 5 MaturityConclusionDefinitions of Maturity LevelsLevel 1: Initial ProcessLevel 2: Structured Process and StandardsLevel 3: Organizational Standards and Institutionalized ProcessLevel 4: Managed ProcessLevel 5: Optimizing Process.Project Integration ManagementComponentsSpecial Interest Component: Project Management Office (PMO)Level 1: Initial Process Project Charter Development Project Management Plan Development Project Execution Monitoring and Controlling Project Work Integrated Change Control Project or Phase Closure Special Interest Component: The Project Management Office (PMO)Level 2: Structured Process and Standards Project Charter Development Project Management Plan Development Project Execution Monitoring and Controlling Project Work Integrated Change Control Project or Phase Closure Special Interest Component: Project Management Office (PMO)Level 3: Organizational Standards and Institutionalized Process Project Charter Development Project Management Plan Development Project Execution Monitoring and Controlling Project Work Integrated Change Control Project or Phase Closure Special Interest Component: Project Management Office (PMO)Level 4: Managed Process Project Charter Development Project Management Plan Development Project Execution Monitoring and Controlling Project Work Integrated Change Control Project or Phase Closure Special Interest Component: Project Management Office (PMO)Level 5: Optimizing Process Project Charter Development Project Management Plan Development Project Execution Monitoring and Controlling Project Work Integrated Change Control Project or Phase Closure Special Interest Component: Project Management Office (PMO)Scope ManagementComponents Scope Management Planning Requirements Collection Scope Definition Work Breakdown Structure Scope Validation Scope Change ControlLevel 1: Initial Process Scope Management Planning Requirements Collection Scope Definition Work Breakdown Structure Scope Validation Scope Change ControlLevel 2: Structured Process and Standards Scope Management Planning Requirements Collection Scope Validation Work Breakdown Structure Scope Validation Scope Change ControlLevel 3: Organizational Standards and Institutionalized Process Scope Management Planning Requirements Collection Scope Definition Work Breakdown Structure Scope Validation Scope Change ControlLevel 4: Managed Process Scope Management Planning Requirements Collection Scope Definition Work Breakdown Structure Scope Validation Scope Change ControlLevel 5: Optimizing Process Scope Management Planning Requirements Collection Scope Definition Work Breakdown Structure Scope Validation Scope Change ControlTime ManagementComponents Time Management Planning Activity Definition Activity Sequencing Activity Resource Estimation Activity Duration Estimation Schedule Development Schedule Control Schedule IntegrationLevel 1: Initial Process Time Management Planning Activity Definition Activity Sequencing Activity Resource Estimation Activity Duration Estimation Schedule Development Schedule Control Schedule IntegrationLevel 2: Structured Process and Standards Time Management Planning Activity Definition Activity Sequencing Activity Resource Estimation Activity Duration Estimation Schedule Development Schedule Control Schedule IntegrationLevel 3: Organizational Standards and Institutionalized Process Time Management Planning Activity Definition Activity Sequencing Activity Resource Estimation Activity Duration Estimation Schedule Development Schedule Control Schedule IntegrationLevel 4: Managed Process Time Management Planning Activity Definition Activity Sequencing Activity Resource Estimation Activity Duration Estimation Schedule Development Schedule Control Schedule IntegrationLevel 5: Optimizing Process Time Management Planning Activity Definition Activity Duration Estimation Schedule Development Schedule Control Schedule IntegrationCost ManagementComponents Cost Management Planning Cost Estimating Budget Determination Cost ControlLevel 1: Initial Process Cost Management Planning Cost Estimating Budget Determination Cost ControlLevel 2: Structured Process and Standards Cost Management Planning Cost Estimating Budget Determination Cost ControlLevel 3: Organizational Standards and Institutionalized Process Cost Management Planning Cost Estimating Budget Determination Cost ControlLevel 4: Managed Process Cost Management Planning Cost Estimating Budget Determination Cost ControlLevel 5: Optimizing Process Cost Management Planning Cost Estimating Budget Determination Cost ControlQuality ManagementComponents Quality Management Planning Quality Assurance Quality Control Special Interest Component: Management OversightLevel 1: Initial Process Quality Management Planning Quality Assurance Quality Control Special Interest Component: Management OversightLevel 2: Structured Process and Standards Quality Management Planning Quality Assurance Quality Control Special Interest Component: Management OversightLevel 3: Organizational Standards and Institutionalized Process Quality Management Planning Quality Assurance Quality Control Special Interest Component: Management OversightLevel 4: Managed Process Quality Management Planning Quality Assurance Quality Control Special Interest Component: Management OversightLevel 5: Optimizing Process Quality Management Planning Quality Assurance Quality Control Special Interest Component: Management OversightHuman Resources ManagementComponents Human Resources Management Planning Project Team Acquisition Project Team Development Project Team Management Special Interest Component: Professional Development ManagementLevel 1: Initial Process Human Resources Management Planning Project Team Acquisition Project Team Development Special Interest Component: Professional Development ManagementLevel 2: Structured Process and Standards Human Resources Management Planning Project Team Acquisition Project Team Development Special Interest Component: Professional Development ManagementLevel 3: Organizational Standards and Institutionalized Process Human Resources Management Planning Project Team Acquisition Project Team Development Special Interest Component: Professional Development ManagementLevel 4: Managed Process Human Resources Management Planning Project Team Acquisition Project Team Development Special Interest Component: Professional Development ManagementLevel 5: Optimizing Process Human Resources Management Planning Project Team Acquisition Project Team Development Special Interest Component: Professional Development ManagementCommunications Management Components Communications Management Planning Communications Management (Information Distribution) Communications Control Issues Tracking and ManagementLevel 1: Initial Process Plan Communications Management Manage Communications Control Communications Issues Tracking and ManagementLevel 2: Structured Process and Standards Plan Communications Management Manage Communications Control Communications Issues Tracking and ManagementLevel 3: Organizational Standards and Institutionalized Process Plan Communications Management Manage Communications Control Communications Issues Tracking and ManagementLevel 4: Managed Process Plan Communications Management Manage Communications Control Communications Issues Tracking and ManagementLevel 5: Optimizing Process Plan Communications Management Manage Communications Control Communications Issues Tracking and ManagementRisk ManagementComponents Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Control Risk DocumentationLevel 1: Initial Process Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Control Risk DocumentationLevel 2: Structured Process and Standards Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Control Risk DocumentationLevel 3: Organizational Standards and Institutionalized Process Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Control Risk DocumentationLevel 4: Managed Process Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Control Risk DocumentationLevel 5: Optimizing Process Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Control Risk DocumentationProcurement and Vendor ManagementComponents Procurement Management Planning Procurement Requisition and Solicitation Procurement Control and Vendor Management Procurement ClosureLevel 1: Initial Process Procurement Management Planning Procurement Requisition and Solicitation Procurement Control and Vendor Management Procurement ClosureLevel 2: Structured Process and Standards Procurement Management Planning Procurement Requisition and Solicitation Procurement Control and Vendor Management Procurement ClosureLevel 3: Organizational Standards and Institutionalized Process Procurement Management Planning Procurement Requisition and Solicitation Procurement Control and Vendor Management Procurement ClosureLevel 4: Managed Process Procurement Management Planning Procurement Requisition and Solicitation Procurement Control and Vendor Management Procurement ClosureLevel 5: Optimizing Process Procurement Management Planning Procurement Requisition and Solicitation Procurement Control and Vendor Management Procurement ClosureProject Stakeholder ManagementComponents Stakeholder Identification Stakeholder Management Planning Managing Stakeholder Engagement Controlling Stakeholder EngagementLevel 1: Initial Process Stakeholder Identification Stakeholder Management Planning Managing Stakeholder Engagement Controlling Stakeholder EngagementLevel 2: Structured Process and Standards Stakeholder Identification Stakeholder Management Planning Managing Stakeholder Engagement Controlling Stakeholder EngagementLevel 3: Organizational Standards and Institutionalized Process Stakeholder Identification Stakeholder Management Planning Managing Stakeholder Engagement Controlling Stakeholder EngagementLevel 4: Managed Process Stakeholder Identification Stakeholder Management Planning Managing Stakeholder Engagement Controlling Stakeholder EngagementLevel 5: Optimizing Process Stakeholder Identification Stakeholder Management Planning Managing Stakeholder Engagement Controlling Stakeholder EngagementNow What? Using Your Maturity Assessment to Achieve Business GoalsBusiness Impact of Improved MaturityUsing Results of Assessment Culture Change and Employee Engagement Baselining Capability for Performance Measurement Project Management Office Implementation Repeated Use as Progress and Effectiveness Tool Target Six-Month Improvement Goals Setting Maturity GoalsAppendix A: Self-Assessment SurveyTo Assess Your Organization’s Project Management MaturityAppendix B: PPM Maturity ModelEight PPM Components 1. Portfolio Governance Portfolio Governance Process Alignment to Organization Strategy and Objectives Roles and Responsibilities Portfolio Review Board 2. Project Opportunity Assessment and Initiation Project Opportunity Assessment and Initiation Processes Business Value Determination 3. Project Prioritization and Selection Project Prioritization Process Prioritization Scheme Selection and Funding Process 4. Portfolio and Project Communications ManagementCategorization of Projects Portfolio Information Defined List of Approved Projects Processes for Sharing Information Project Communication Management Processes 5. Portfolio Resource Management Resource Assignment Process Skills Identification and Asset Inventory Portfolio Resource Planning 6. Portfolio Risk Management Risk Management Processes Risk Measures and Metrics 7. Portfolio Management Organizational Structure Governance Organizational Structure Portfolio Administrative Functions 8. Portfolio Performance Management Portfolio Performance Management Processes Portfolio Information SharingPPM Model Level 1: Initial Process Portfolio Governance Project Opportunity Assessment and Initiation Project Prioritization and Selection Portfolio and Project Communications Management Portfolio Resource Management Portfolio Risk Management Portfolio Management Organizational Structure Portfolio Performance Management Level 2: Structured Process and Standards Portfolio Governance Project Opportunity Assessment and Initiation Project Prioritization and Selection Portfolio and Project Communications Management Portfolio Resource Management Portfolio Risk Management Portfolio Management Organizational Structure Portfolio Performance Management Level 3: Organizational Standards and Institutionalized Process Portfolio Governance Project Opportunity Assessment and Initiation Project Prioritization and Selection Portfolio and Project Communications Management Portfolio Resource Management Portfolio Risk Management Portfolio Management Organizational Structure Portfolio Performance ManagementLevel 4: Managed Process Portfolio Governance Project Opportunity Assessment and Initiation Project Prioritization and Selection Portfolio and Project Communications Management Portfolio Resource Management Portfolio Risk Management Portfolio Management Organizational Structure Portfolio Performance ManagementLevel 5: Optimizing Process Portfolio Governance Project Opportunity Assessment and Initiation Project Prioritization and Selection Portfolio and Project Communications Management Portfolio Resource Management Portfolio Risk Management Portfolio Management Organizational Structure Portfolio Performance ManagementReferencesIndex

Über Autor(innen)

J. Kent Crawford, PMP, is the founder and CEO of PM Solutions and its training subsidiary, PM College. Crawford led PM Solutions in establishing the annual PMO of the Year Award, developing the first project manager competency assessment instrument, and creating one of the first project management maturity models. These innovations not only serve the project management community at large, but are incorporated into PM Solutions consulting and training practices to ensure that clients receive services in tune with the latest developments in the marketplace. He is a popular, dynamic speaker at project management events worldwide. As an advocate of the profession, he is passionate about project management, with a focus on its business value. A former President and Chair of the Project Management Institute (PMI®), Crawford has been honored with the PMI Fellow Award, PMI's most prestigious individual award. In addition to authoring The Strategic Project Office: A Guide to Improving Organizational Performance, which received the 2001 David I. Cleland Project Management Literature Award from the Project Management Institute, Crawford is the author of Project Management Maturity Model: Providing a Proven Path to Project Management Excellence, Project Management Roles & Responsibilities (all now in their second editions), An Inside Look at High-Performing PMOs, Optimizing Human Capital with a Strategic Project Office, and Seven Steps to Strategy Execution.