PROJECT MANAGEMENT

MATURITY MODEL

-1
CTS609

CTS609-1 CTS609-1
 INTRODUCTION
All companies desire to achieve maturity and excellence
in project management.
Unfortunately, not all companies recognize that the
timeframe can be shortened by performing strategic

s a useful, if
planning for project management.
One of the approaches to improve quality in project
management and software development is the use of
maturity models – frameworks for helping organizations
improve their processes and systems.

w of concepts
Three popular maturity models:-
o Software Quality Function Deployment (SQFD) model
o Capability Maturity Model Integration (CMMI)
o Project management maturity model
2
CTS609-2
SOFTWARE QUALITY FUNCTION
DEVELOPMENT MODEL
The Software Quality Function Deployment (SQFD)
model is an adaptation of the quality function
deployment model suggested in 1986 as an
implementation vehicle for Total Quality Management
(TQM).
It focuses on defining user requirements and planning
software projects.
The result of SQFD is a set of measurable technical
product specifications and their priorities.
Having clearer requirements can lead to:-
o Fewer design changes,
o Increased productivity,
o Ultimately, software products that are more likely to satisfy
stakeholder requirements. 3
CTS609-3
CAPABILITY MATURITY MODEL
INTEGRATION
The Capability Maturity Model Integration (CMMI) is
another popular process improvement approach that
provides organizations with the essential elements of
effective processes.

It can be used to guide process improvement across a

project, a division, or an entire organization.

CMMI helps integrate traditionally separate

organizational functions, set process improvement goals
and priorities, provide guidance for quality processes,
and provide a point of reference for appraising current
processes.

4
CTS609-4
CAPABILITY MATURITY MODEL
INTEGRATION
CCMI has 5 capability levels:-
Level Description
0 - Incomplete At this level, a process is either not performed or partially
performed. No generic goals exist for this level, and one or more of
the specific goals of the process area are not satisfied

1-Performed A performed process satisfies the specific goals of the process area
and supports and enables the work needed to produce work
products. Although this capability level can result in improvements,
those improvements can be lost over time if they are not
institutionalized

2-Managed At this level, a process has the basic infrastructure in place to

support it. The process is planned and executed based on policies
and employs skilled people who have adequate resources to
produce controlled outputs. The process discipline reflected by this
level ensures that existing practices are retained during times of
stress.
5
CTS609-5
CAPABILITY MATURITY MODEL
INTEGRATION
CCMI has 5 capability levels:-
Level Description
3- Defined At this maturity level, a process is rigorously defined and the
standards, process descriptions, and procedures for a project are
tailored from the organizations set of standard processes to suit
that particular project.

4- Quantitatively At this level, a process is controlled using statistical and other

managed quantitative techniques. The organization establishes quantitative
objectives for quality and process performance that are used as
criteria in managing the process

5- Optimizing An optimizing process is improved based on an understanding of

the common causes of variation inherent in the process. The focus
is on continually improving the range of process performance
through incremental and innovative improvements

6
CTS609-6
PROJECT MANAGEMENT MATURITY
MODEL
In the late 1990s, several organizations began developing
project management maturity models based on the
Capability Maturity Model.
They realized the need to enhance project management
processes and systems for all types of projects.
The PMI Standards Development Program published the
Organizational Project Management Maturity Model
(OPM3) in December 2003, and the second edition was
released in late 2008.
The model is based on market research surveys that had
been sent to more than 30,000 project management
professionals and incorporates 180 best practices and
more than 2,400 capabilities, outcomes, and key
performance indicators. 7
CTS609-7
PROJECT MANAGEMENT MATURITY
MODEL
The standard would:-
o Help organizations to assess and improve their project
management capabilities as well as the capabilities
necessary to achieve organizational strategies through
projects.
o A project management maturity model, setting the
standard for excellence in project, program, and
portfolio management best practices, and explaining
the capabilities necessary to achieve those best
practices.

8
CTS609-8
UNDERSTANDING BEST PRACTICES
OPM3 provides the following example to illustrate a best
practice, capability, outcome, and key performance
indicator:
Level Description
Best practice Establish internal project management communities
Capability Facilitate project management activities
Outcome Local initiatives, meaning the organization develops pockets of
consensus around areas of special interest
Key Performance Community addresses local issues
Indicator

Best practices are organized into three levels: project,

program, and portfolio.
Within each of those categories, best practices are
categorized by four stages of process improvement:
standardize, measure, control, and improve. CTS609-9
9
UNDERSTANDING BEST PRACTICES
For example, the list that follows contains several best
practices listed in OPM3:
Level Description
Project best Project Initiation Process Standardization
practices Project Plan Development Process Measurement
Project Scope Planning Process Control
Project Scope Definition Process Improvement

Program best Program Activity Definition Process Standardization

practices Program Activity Sequencing Process Measurement
Program Activity Duration Estimating Process Control
Program Schedule Development Process Improvement

Portfolio best Portfolio Resource Planning Process Standardization

practices Portfolio Cost Estimating Process Measurement
Portfolio Cost Budgeting Process Control
Portfolio Risk Management Planning Process Improvement

10
CTS609-10
PROJECT MANAGEMENT MATURITY
MODEL
Several other companies provide similar project
management maturity models – few examples on the
next slides.
Regardless of the names of each level, the goal is clear:
organizations want to improve their ability to
manage projects.
Many organizations are assessing where they stand in
terms of project management maturity, just as they did
for software development maturity with the SQFD and
CMMI maturity models.
Organizations are recognizing that they must make a
commitment to the discipline of project management to
improve project quality.
11
CTS609-11
EXAMPLE 1
The International Institute for Learning, Inc. calls
the five levels in its model common language,
common processes, singular methodology,
benchmarking, and continuous improvement.

12
CTS609-12
EXAMPLE 2
Berkeley model

13
CTS609-13
EXAMPLE 3
ESI International Inc.s models five levels are called
ad hoc, consistent, integrated, comprehensive, and
optimizing.

Comprehensive

Integrated

Consistent

14
CTS609-14
REFERENCES
• PMI, A Guide to the Project Management Body of
Knowledge, 5th Edition, Project Management Institute,
2012

• Harold Kerzner, Strategic Planning for Project

Management Using a Project Management Maturity
Model, 2001

• https://
www.slideshare.net/irfanmehdi22/project-management-
maturity-models-77652613

15
CTS609-15