The name says it all " Project Management Maturity" - the key word is Maturity as it specifies how the Project Management has evolved / developed in the organization.
Definition on one of the website that summarize it precisely:
"It refers to the progressive development of an enterprise-wide project management approach, methodology, strategy, and decision-making process. The appropriate level of maturity will vary for each organization based on its specific goals, strategies, resource capabilities, scope, and needs."
As per an article on PMI site : There are five levels of maturity included in the PM Solutions Project Management Maturity Model.
Level 1: Initial Process
Level 2: Structured Process and Standards
Level 3: Organizational Standards and Institutionalized Process
Level 4: Managed Process
Level 5: Optimizing Process
I agree with Al. It is very broad. The concept has to do with the development and progress in PM, however, may or may not refer to other concepts as well. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
PM maturity is the characteristic of an organization to leverage PM capabilities for their success.
The characteristic is reflected in models of an organization that contain 'good practice' capabilities, mostly expressed as processes, and levels of maturity if the capabilities are present in the organization.
There are many maturity models that can be applied to PM, like OPM3 by PMI, CMMI by Carnegie Mellon, P3M3 by Axelos, IPMA Project Excellence Model as well as some organization specific models like from IBM.
Often, a PMO is seen as the organizational unit in charge of driving PM maturity.
Thomas has given a good formal definition for it. I'd extend that to say that it's the ability of a team, department or organization to deliver projects in a predictable manner. The higher the level of PM maturity, the less the variation of key metrics from what has been planned.
This doesn't imply Big Heavy Planning Upfront - you could have an agile delivery capability which is very mature. It just needs that there is some level of predictability and consistency which in turn creates increased levels of trust with customers and key stakeholders.
The name says it all " Project Management Maturity" - the key word is Maturity as it specifies how the Project Management has evolved / developed in the organization.
Definition on one of the website that summarize it precisely:
"It refers to the progressive development of an enterprise-wide project management approach, methodology, strategy, and decision-making process. The appropriate level of maturity will vary for each organization based on its specific goals, strategies, resource capabilities, scope, and needs."
As per an article on PMI site : There are five levels of maturity included in the PM Solutions Project Management Maturity Model.
Level 1: Initial Process
Level 2: Structured Process and Standards
Level 3: Organizational Standards and Institutionalized Process
Level 4: Managed Process
Level 5: Optimizing Process
PM maturity is the characteristic of an organization to leverage PM capabilities for their success.
The characteristic is reflected in models of an organization that contain 'good practice' capabilities, mostly expressed as processes, and levels of maturity if the capabilities are present in the organization.
There are many maturity models that can be applied to PM, like OPM3 by PMI, CMMI by Carnegie Mellon, P3M3 by Axelos, IPMA Project Excellence Model as well as some organization specific models like from IBM.
Often, a PMO is seen as the organizational unit in charge of driving PM maturity.
Thomas has given a good formal definition for it. I'd extend that to say that it's the ability of a team, department or organization to deliver projects in a predictable manner. The higher the level of PM maturity, the less the variation of key metrics from what has been planned.
This doesn't imply Big Heavy Planning Upfront - you could have an agile delivery capability which is very mature. It just needs that there is some level of predictability and consistency which in turn creates increased levels of trust with customers and key stakeholders.
Kiron
Thanks Kiron for sharing your valuable points. Saving Changes...
MOHAMED ANSARI M AIndependent Consultant| FreelanceKozhikode, Kerala, India
"But the fact that some geniuses were laughed at does not imply that all who are laughed at are geniuses. They laughed at Columbus, they laughed at Fulton, they laughed at the Wright brothers. But they also laughed at Bozo the Clown."
