Is Your Company Mature?
From the Voices on Project Management Blog
by Cameron McGaughy,
Lynda Bourne, Kevin Korterud, Conrado Morlan, Peter Tarhanidis, Mario Trentim, Jen Skrabak, David Wakeman, Wanda Curlee, Christian Bisson, Ramiro Rodrigues, Soma Bhattacharya, Emily Luijbregts, Sree Rao, Yasmina Khelifi, Marat Oyvetsky, Lenka Pincot, Jorge Martin Valdes Garciatorres, cyndee miller
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By Ramiro Rodrigues
A good definition of the word “maturity” is the state of people or things that have reached full development.
For entities such as business organizations, maturity needs to be associated with a specific expertise. This can apply to operational, technical and also project management maturity.
Project management maturity means that an organization is conditioned to evolve qualitatively in order to increase the chances for project success.
To this end, there are both paid and free maturity evaluation models on the market. The application of one of these models allows you to achieve the first important objective: identifying what stage your organization is at.
This step is difficult, given the complexity in trying to compare whether an organization is doing its projects well in relation to others, without being contaminated by individual and subjective perceptions. Often, most models will question various aspects of how projects are executed and produce a score for ranking. With this result, the models will classify the organization's current maturity level.
Once this level has been identified, the next step is to try to plot an action plan to move to the next level. Here is another benefit of a good maturity model: Many offer references to the most common characteristics expected in each level. With this, it is easier to draw up a plan of action focused on the characteristics expected at the next level. This progress should be incremental—one level at a time.
The action plan should be thought of and executed as if it were a project, following the good practices and methodology of the organization itself. It should be scaled to be completed in time to allow its gains to be observable and perceived by the organization. This will then cause the expected positive impacts in the next cycle of a new maturity survey.
In summary, the steps to be followed are:
1. Apply a maturity search.
2. Evaluate and disseminate the results of the first survey.
3. Develop an action plan.
4. Rotate the project to the evolution of the level.
5. Go back to step one and continuously improve.
By following this sequence, you can foster a constructive cycle in your organization as you continue to evolve your ability to execute projects.
I’d love to hear from you: Have you used maturity models in your organization?
Posted
by
Ramiro Rodrigues
on: December 07, 2019 02:08 PM |
Permalink
Comments (3)
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Luis Branco
CEO| Business Insight, Consultores de Gestão, Ldª
Carcavelos, Lisboa, Portugal
Dear Ramiro
Interesting perspective
Thanks for sharing
When we go to the doctor and the diagnosis is not well done, the prescription is ineffective and may even cause irreversible damage.
What model for organizational maturity assessment do you propose?
Drew Craig
Sr. Agile & Product Coach| Vanguard
Philadelphia, Pa, United States
Thanks, Ramiro.
Certainly, as with any organization wide initiative, there would be an aspect of people and change from a process, culture, and business readiness perspective.
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If trees could scream, would we be so cavalier about cutting them down? We might, if they screamed all the time, for no good reason.
- Jack Handey
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