Project Management Maturity Model - And the Case For Using a Culture Maturity Model
The origins of the concept of a project management maturity model, is lost in the mists of time. With the evidence of project management skills as far
back as the time of the building of the Pyramids and the Great Wall of China and other great wonders of the world - it is quite logical that there could
have been an early model to map the progress of developing project management skills. After all, for an ancient project manager the price of failure
In more recent times the concept of a project management maturity model has evolved considerably from the software industry. There is the need to
understand and measure many variables, manage great complexity, obtain consistent results and achieve stringent delivery targets within budget.
With regard to which model is the "best" or most appropriate for any specific situation [I fully appreciate that project management professionals reading
this may disagree with what I am about to say, but] I feel the far bigger challenge is actually in getting ANY model applied. From that point on, and with
director level sponsorship and support - all things are possible.
There are many maturity models [I am aware of over 35] and the dominant model is the P3M3 Model created and sponsored by the OGC [UK Office of
Government and Commerce] in association the APMG [UK Association of Project Management Group. This is a composite and enhanced model that
addresses the 3 related aspects of large-scale project management and that glories in the full title of "Portfolio, Programme and Project Management
Try this test ...
In relation to your [or your client's] organisation:
* Do you use project management?
* Do you use programme management?
* Do you know the difference?
* Do you know why knowing the difference matters?
Try this simple test - review the different levels listed below based on the P3M3 maturity model - firstly in relation to project management and then
secondly with progra