Developing and Applying a Project Management Capability Maturity Model
by Ben Voivedich,PMP,President,PMCC Inc.
Milt Jones,MBA,PMCC Inc.
Introduction
Given the renewed focus on project management as the delivery system for corporate capital and maintenance expenditures, it is natural for organizations to seek a method of ascertaining the maturity of their current project management processes. The authors have developed a Project Management Capability Maturity Model (PMCMM) and applied it within a major energy company.
This process has gained the endorsement of the company’s management and “buy-in” by the rank and file employees. Even more to the point, and used in conjunction with the requisite training and reinforcement, the PMCMM has helped to produce significant positive results within only a few months after initial application. This paper will (1) outline the development of this measurement tool that the authors have recently employed to help organizations assess their current status, (2) indicate how “go-forward” plans were developed, and (3) indicate the potential application of this PMCMM toward other projects.
Initial Tasking
The initial tasking for the consulting team was to:
1. Learn the organization and processes of the client
2.Use that knowledge to develop an objective evaluation tool (PMCMM)
3.Use that tool to objectively evaluate the client’s then-currentproject management processes and infrastructure against measurable criteria
4. Provide a written report and review with the client
5. Recommend changes to both infrastructure and process “to get the Project Management Office (PMO) to the next level,” a goal that was initially left largely undefined by specifics.
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