Anybody with the actual experience of developing a project maturity model, specially in organization practice project management efforts but not in structured processess/disciplines.
I have the overall concept. Just wondering if can have any more inputs.
Any sample?
Best, Azzam Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
While I am not a "fan" of this type of things my recommendation, just in case you did not that, is taking a look to PMI documentation on the matter. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
As Sergio mentioned, check PMI's Learning Library. Saving Changes...
The challenge with most OPM models is that they take a process or document-centric approach rather than an outcomes-based one.
It is also important to not just look at project management maturity but portfolio management maturity to make sure governance decisions are resulting in the right investments and only enough work is started which can be properly completed in a given time period.
Kiron
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1 reply by Aziz Azzam
May 13, 2022 8:26 AM
Aziz Azzam
...
Kiron,
For the time being, I am focusing on pushing the team to adopt project management effort/mindset/culture, including the processes, functions and governance structure.
I've been working on customizing PMO Value Ring for use at the PM level. This is for personal use (I'm not licensed) so I can't share it. One important takeaway is that, regardless of the maturity model, the goal should not be to achieve the top level in all areas. Instead, identify the levels that make the most sense in the context of your organization, set goals for what you will achieve this year, track your progress/results, and then do it again next year.
Early in my career, I worked for a company that tried both ITIL and CMMI, at different times. Their goal was to get to level 5. They might have gotten to level 4 in one area, but by the time they got to level 3 in most areas they gave up because they were spending more time on maturity than delivering work. IMO, part of the problem was that they didn't have a reason to get to level 5 other than to get to level 5. They didn't look at which level to achieve that would get them the most value for their (then) current circumstances.
With what I've been working on, I've found that there are areas where it doesn't make sense to try to progress past level 2, and some areas where I'll stay at a level 1 or 0, for the next year, due to the context of my organization. I'll reevaluate this next year, based on progress in other areas and taking company values and strategies into consideration.
I'm not sure if I've explained this well - it makes sense in my head. Does this help?
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1 reply by Aziz Azzam
May 13, 2022 8:18 AM
Aziz Azzam
...
Thanks. I am NOT targeting to reach higher value just for the sake of reaching high. Just trying to give management an idea of how projectization fits better in our operation and how realistically mature it.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Aziz,
do not get what you are saying with organisation practice PM and not structured processes.
Most maturity models are around structured processes, a few include other capabilities like EFQM, but even then processes are part of it.
Maybe you think about the status of changing mindsets/cultures, like moving to collaborative leadership or a growth mindset? This would open yet another box of techniques.
Thomas
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1 reply by Aziz Azzam
May 13, 2022 8:24 AM
Aziz Azzam
...
Exactly. Trying to introduce project mindset and culture where the team appreciates all the disciplines of project and don't get stuck functional activities only.
Introduce a structured changed where very basic principle and processes of the projects are adopted moving forward. If I can bring this change, I am sure the rest will evolve and things will get matured slowly. But I need a metric to rack and push where needed.
I've been working on customizing PMO Value Ring for use at the PM level. This is for personal use (I'm not licensed) so I can't share it. One important takeaway is that, regardless of the maturity model, the goal should not be to achieve the top level in all areas. Instead, identify the levels that make the most sense in the context of your organization, set goals for what you will achieve this year, track your progress/results, and then do it again next year.
Early in my career, I worked for a company that tried both ITIL and CMMI, at different times. Their goal was to get to level 5. They might have gotten to level 4 in one area, but by the time they got to level 3 in most areas they gave up because they were spending more time on maturity than delivering work. IMO, part of the problem was that they didn't have a reason to get to level 5 other than to get to level 5. They didn't look at which level to achieve that would get them the most value for their (then) current circumstances.
With what I've been working on, I've found that there are areas where it doesn't make sense to try to progress past level 2, and some areas where I'll stay at a level 1 or 0, for the next year, due to the context of my organization. I'll reevaluate this next year, based on progress in other areas and taking company values and strategies into consideration.
I'm not sure if I've explained this well - it makes sense in my head. Does this help?
Thanks. I am NOT targeting to reach higher value just for the sake of reaching high. Just trying to give management an idea of how projectization fits better in our operation and how realistically mature it.
...
1 reply by Aaron Porter
May 17, 2022 10:20 AM
Aaron Porter
...
That's good to hear. Just keep in mind that it might be better to ask them what value they want, first, and then tell them how project management maturity can help realize that value.
If you start with presenting value that is not meaningful to your audience, you risk losing their interest.
If you don't manage expectations regarding the timeframe in which value can be realized, it will almost always be expected sooner than it can be delivered.
do not get what you are saying with organisation practice PM and not structured processes.
Most maturity models are around structured processes, a few include other capabilities like EFQM, but even then processes are part of it.
Maybe you think about the status of changing mindsets/cultures, like moving to collaborative leadership or a growth mindset? This would open yet another box of techniques.
Thomas
Exactly. Trying to introduce project mindset and culture where the team appreciates all the disciplines of project and don't get stuck functional activities only.
Introduce a structured changed where very basic principle and processes of the projects are adopted moving forward. If I can bring this change, I am sure the rest will evolve and things will get matured slowly. But I need a metric to rack and push where needed. Saving Changes...
The challenge with most OPM models is that they take a process or document-centric approach rather than an outcomes-based one.
It is also important to not just look at project management maturity but portfolio management maturity to make sure governance decisions are resulting in the right investments and only enough work is started which can be properly completed in a given time period.
Kiron
Kiron,
For the time being, I am focusing on pushing the team to adopt project management effort/mindset/culture, including the processes, functions and governance structure. Saving Changes...
Thanks. I am NOT targeting to reach higher value just for the sake of reaching high. Just trying to give management an idea of how projectization fits better in our operation and how realistically mature it.
That's good to hear. Just keep in mind that it might be better to ask them what value they want, first, and then tell them how project management maturity can help realize that value.
If you start with presenting value that is not meaningful to your audience, you risk losing their interest.
If you don't manage expectations regarding the timeframe in which value can be realized, it will almost always be expected sooner than it can be delivered. Saving Changes...
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