PMI is a registered trademark of the Project Management Institute Knowledge Exchange Forum October 28, 2003 Assessing Project Management in Your Organization Mark D. Burrows ESI International

Objective Discuss what organizations want to achieve by assessing their project management competency, capabilities, and/or maturity. Topics Assessment Drivers Project Management Maturity Assessments Needs

Assessment Drivers Project Failures Starting a PM Training Program Establishing a Project Management Office Implementing a PM Methodology Business Requirements Need Evidence of Improvement Competitive Advantage Continuous Improvement Process Improvement Initiatives Drive the Need for Assessments

Project Management Maturity Ad Hoc PM processes ill-defined PM practices developed by and applied by individuals No repeatability of processes Little organizational support for PM Consistent Org. support for disciplined approach to essential PM processes Policies to guide basic PM processes Resources for PM Training Processes documented Integrated Processes tailored to enhance and advance specific aspects of 9 knowledge areas Processes aligned with the PM lifecycle Common understanding and use of PM processes Comprehensive PM fully implemented Data used to evaluate projects reducing variations in PM Advanced PM tools and techniques Projects linked to the org’s strategic plan Optimizing Strives for innovative approaches to improve overall PM capability Objective is to establish continually improving processes Common causes of project failure are eliminated Low High ProjectFRAMEWORK ® Project Management Maturity Model Moderate

Assessment Objectives Low Maturity Establish Executive Support Establish Consistency Provide PM Support Moderate Maturity Align PM with Business Processes and Life Cycles Manage Resources Across Projects Establish PM Metrics High Maturity Alignment with Business Strategy

Where Do We Start: What the Organization Needs to Know Low Maturity Executive Management Support What Are the Obstacles Current Practices Current Life Cycle Moderate Maturity Who Owns Project Management What Processes, Practices, and Tools are Used How Are Projects Selected What Metrics are Tracked What Project Data is Captured

Where Do We Start: What the Organization Needs to Know High Maturity How Are Projects Aligned To Strategy What Facilitates PM Integration With Business Strategies What Is Done To Learn From Past Projects

Discussion What do organizations need to know about themselves in order to begin improving? On what areas should organizations when trying to increase their PM maturity? Low MaturityModerate MaturityHigh Maturity