Improve Maturity with a Community of Practice
The issue of project management maturity is an active topic within the PM community. Regardless of the organization’s project management framework or methodology, PM maturity levels vary among business units, departments and individuals. Departments can be compliant with a methodology; however, their individual project artifacts may differ entirely from one project to another. The methodology may have specific schedule development standards or status reporting requirements, yet organizations will still find status reports and project schedules that lack consistent milestones and deliverables. These issues stem from project management immaturity and consistent practices within the organization.
A project management maturity model has been published by J. Kent Crawford in his book The Project Management Maturity Model, which serves as a useful tool to define an organization’s project management maturity. PMI’s Project Management Maturity Model (OPM3) standard provides an assessment tool to help organizations determine their project portfolio management maturity. These models help assess an organization’s current state and define the future state for PM maturity. In addition to these models and assessments, organizations also need to adopt tactical approaches to improve PM maturity.
One approach to improve project management maturity is
Please log in or sign up below to read the rest of the article.