Project Management

Maturity Frameworks for Enterprise Agility in the 21st Century

Dr. Jimmie McEver, Dr. Richard E. Hayes, and

Both commercial and military institutions are currently dealing with two key challenges that are driving the evolution of management and decision making in the 21st century. The first is the extreme uncertainty and complexity of 21st century environments as we move from the Industrial Age to the Information Age; the second is the ongoing transformation of 21st century institutions and actors in organizations of all types.

These fundamental realities put the emphasis on acquiring, managing, sharing and exploiting information--and supporting individual and collective decision-making. In particular, more mature organizations have the ability to recognize situational change and to adopt the correct management approach required to meet that change: agility. Two standards provide ways of assessing and developing these capabilities: PMI’s Organizational Project Management Maturity Model (OPM3) and the NATO Network Enabled Capability Command and Control Maturity Model (N2C2M2).

The OPM3 Standard was first published in 2003. It describes the system for executing strategies through projects, and how to make such a system capable. That same year, Power to the Edge (co-authored by one of the co-presenters) was published by the Department of Defense, describing the ability of an organization to dynamically synchronize its actions and achieve agility. This landmark …

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