Chapter 9: Appendix: Maturity Assessment Questionnaire
The Maturity Assessment Questionnaire consists of more than 800 questions divided into 39 project management processes grouped by knowledge area. Each process consists of a number of questions at each of the five maturity levels. The answers to each question are either “Yes,” “No,” or “Not Applicable.” For ease in identification, the question numbers are composed of three parts. The first character in the number is a letter that denotes the knowledge area.
Assessing and Reporting Maturity Level.
At this point we have a good grasp of the CMM as applied to project management. We have described maturity at all five levels for each of the 39 processes that makes up the nine knowledge areas of the PMBOK standard. We have seen that level 3 is the transition between having a documented process (level 2) and having all project teams using the process (level 3). Level 3 defines project management process practice (PP) level maturity. Level 2 defines project management process definition (PD) level maturity. Levels 1, 4, and 5 define both PD...
Commissioning Improvement Initiatives
At this point we have assembled all of the tools we will need to implement a continuous project management process improvement program. Our next task is to put all of this together into a coherent program that moves our project management culture from its current maturity level to a desired end state. That end state may encompass all 39 project management processes, all nine knowledge areas, or only a selected number of processes or knowledge areas.
What are the challenges of working in the new economy? What are organizations like in the new workplace? Who are managers and what do they do? What is the management process? How do you learn the essential managerial skills and competencies?
Introduction to the Process Improvement Life Cycle.
Designing, documenting, and implementing a project management methodology is a major undertaking. It is met with several obstacles, including:
• Cultural and organizational barriers to change; • Replacing existing project management habits; • Rugged individualism of technical professionals.
An organization will never reach the point where it is safe to say that all three of these obstacles have been neutralized. In fact, these obstacles will continuously plague projects for as long as there are projects to be plagued.
Overview of the Project Management Maturity Model.
2.1 The Software Engineering Institute Capability Maturity Model
Beginning as early as 1986 the Software Engineering Institute (SEI), which is affiliated with Carnegie Mellon University, began developing a process maturity framework for software development . With financial support from the Department of Defense this early effort resulted in the publication of the Capability Maturity Model® (CMM®)  in 1991.
Companies are beginning to realize that they have to get a better return on their project management investment. Many have spent hundreds of thousands of dollars and thousands of hours of employee time building a project management methodology for their organization. They expect to get business value in the way of a higher success rate on the projects they undertake and a more effective and efficient execution of projects. When it does not happen, which is often the case, they need to aggressively develop a strategy to get that return.
Tools to Investigate Improvement Opportunities.
We have discussed the assessment, plotting, and analysis of both PD and PP maturity level data. We know how to target those knowledge areas that should be further investigated for improvement opportunities. We have suggested a few approaches for ranking improvement opportunities. In this chapter we look under the hood at a knowledge area or individual process within a knowledge area to analyze the PD or PP performance to define potential areas for improvement initiatives.
Metrics to Identify Project Improvement Opportunities
In the last chapter we discussed Kiviatt Charts and Box & Whisker Plots. These are two tools that can be used to display PD and PP data in our search for process-wide and practice-wide improvement opportunities. This would typically be the starting point for identifying major areas where improvement opportunities should be focused.
Case Study: B. Stoveburden Trucking Company
Improvement initiatives may be little more than educated guesses at the ideas and activities that have the potential of improving the maturity level of a process or knowledge area. Remember, they may have come as a result of a brainstorming session. Even though they are the task force’s educated guesses, they are expected to result in some level of improvement. That expectation may even be stated quantitatively.
Lecture "Management - Unit 5: Strategic management" content presentation: The importance of strategic management, the strategic management process, types of organizational strategies. Invite you to consult.
What is the role of information in the management process? How do managers use information to make decisions? What are the steps in the decision-making process? What are the current issues in managerial decision making?
What is strategic management? What are the foundations of strategic analysis? What are corporate strategies and how are they formulated? What are business strategies and how are they formulated? What are current issues in strategy implementation?
Chapter 1 - Strategic management and strategic competitiveness. Studying this chapter should provide you with the strategic management knowledge needed to: Define strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic management process; describe the 21st-century competitive landscape and explain how globalization and technological changes shape it; use the industrial organization (I/O) model to explain how firms can earn above-average returns;...
The main contents of the chapter consist of the following: Risk management process, risk identification, risk assessment, risk response development, opportunity management, contingency planning, contingency funding and time buffers, risk response control, change control management
Chapter 7 - Managing risk. The main contents of the chapter consist of the following: Risk management process, risk identification, risk assessment, risk response development, opportunity management, contingency planning, contingency funding and time buffers, risk response control, change control management
Chapter 1 - The management process today. After completing this unit, you should be able to: Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals; distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one can affect organizational performance;...
The learning objectives for this chapter include: Understand the importance of processes and process thinking; define the various components of a process; distinguish between operational, tactical, and strategic capacity planning; estimate capacity and utilization; explain the impacts of bottlenecks, variance, and other factors on performance; describe process improvement methodologies.
Lecture Project management in practice - Chapter 14: Project risk management, this chapter presents the following content: Risk event graph, risk management process, contingency funds and risk, risk monitoring and review,...
Microsoft Office 2007 is the latest-and-greatest version of a long line of versions, starting (not surprisingly) with Version 1. Not that this is
the 2,007th version. Somewhere along the way Microsoft switched from using sequential numbers for versions to using years. We have written this book for those of you who have some experience in project management and are looking for a quick and efficient way to manage your projects. When combined, Excel 2007 and Microsoft Office SharePoint Server (MOSS)—two......