Project Management Maturity Models
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== Abstract == | == Abstract == | ||
| − | ... | + | For an organisation to know its own strengths and weaknesses is key in being able to make improvements. This also applies to project management and project management is key to success for any organisation. As projects becomes more and more complex, it is necessary for any organisation to keep improving the competencies in project management in order to maintain competitiveness. Project management maturity models (PMMM’s) is a tool for exactly that. The model helps the organisation to learn about itself and making it aware of strengths and weaknesses. The result of the model is the assessment of which of five maturity levels the project management in an organisation is currently at, as well as creating a plan to achieve continuous improvements and higher levels of maturity. The tool is used mostly reactive as the strategy for project management often is run to failure. Often because the strategy for project management is not even considered. This raises the question if the model is used optimally? and if there is even more potential in using the model proactive? This article analyses the use and relevance of maturity models in project management. |
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| + | - Purpose and potential | ||
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| + | - PMMM as first step in changing culture | ||
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| + | - Reactive or proactive? – the optimal way of using the model | ||
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| + | - Workload versus results | ||
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== Big Idea == | == Big Idea == | ||
Revision as of 23:39, 11 September 2016
Contents |
Abstract
For an organisation to know its own strengths and weaknesses is key in being able to make improvements. This also applies to project management and project management is key to success for any organisation. As projects becomes more and more complex, it is necessary for any organisation to keep improving the competencies in project management in order to maintain competitiveness. Project management maturity models (PMMM’s) is a tool for exactly that. The model helps the organisation to learn about itself and making it aware of strengths and weaknesses. The result of the model is the assessment of which of five maturity levels the project management in an organisation is currently at, as well as creating a plan to achieve continuous improvements and higher levels of maturity. The tool is used mostly reactive as the strategy for project management often is run to failure. Often because the strategy for project management is not even considered. This raises the question if the model is used optimally? and if there is even more potential in using the model proactive? This article analyses the use and relevance of maturity models in project management.
- Purpose and potential
- PMMM as first step in changing culture
- Reactive or proactive? – the optimal way of using the model
- Workload versus results
