Using the Project Management Maturity Model - Strategic Planning for Project Management

Informationen zum Autor HAROLD KERZNER, PHD, is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP ® credential holder or global equivalent each year. Klappentext The industry validated Project Management Maturity Model developed by Dr. Harold Kerzner--updated and expandedUsing the Project Management Maturity Model offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This Third Edition includes maturity metrics, examples of Project Management Maturity Model (PMMM) reports, a new chapter on the characteristics of effective PMMM, assessment questions that align with the PMBOK(r) Guide--Sixth Edition, all-new illustrations that define advanced levels of maturity, assessment tools for organizations using traditional PM methods, and detailed guidance for organizations using Agile and Scrum.Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is broken down into three major parts. The first part discusses the principles of strategic planning and how it relates to project management, the definition of project management maturity, and the need for customization. The second part details the Project Management Maturity Model (PMMM), which provides organizations with general guidance on how to perform strategic planning for project management. The third part of the book looks at some relatively new concepts in project management such as how assessments can be made to measure the firm's growth using PM 2.0 and PM 3.0.* Features customizable maturity model assessment tools for organizations of all sizes* Includes assessment questions updated to line up with PMBOK(r) Guide--6th Edition* Offers detailed guidance on applying the maturity model for Agile and Scrum* Includes PowerPoint decks to aid in teaching the maturity modelUsing the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is an ideal book for senior level and middle level corporate managers, project and team managers, engineers, project team members, and business consultants. It also benefits both business and engineering students in courses on advanced project management. Zusammenfassung The industry validated Project Management Maturity Model developed by Dr. Harold Kerzner--updated and expandedUsing the Project Management Maturity Model offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This Third Edition includes maturity metrics! examples of Project Management Maturity Model (PMMM) reports! a new chapter on the characteristics of effective PMMM! assessment questions that align with the PMBOK(r) Guide--Sixth Edition! all-new illustrations that define advanced levels of maturity! assessment tools for organizations using traditional PM methods! and detailed guidance for organizations using Agile and Scrum.Using the Project Management Maturity Model: Strategic Planning for Project Management! Third Edition is broken down into three major parts. The first part discusses the principles of strategic planning and how it relates to project management! the definition of project management maturity! and the need for customization. The second part details the Project Management Maturity Model (PMMM)! which provides organizations with general guidance on how to perform strategic planning for project management. The third part of the book looks at some relatively new c...

List of contents

Preface xi
 
Introduction xiii
 
Chapter 1 The Need for Strategic Planning for Project Management 1
 
Introduction 1
 
Misconceptions 1
 
Project Management Becomes a Strategic Competency 3
 
General Strategic Planning 4
 
Participation by the Project Manager in Strategic Planning 5
 
What Is Strategic Planning for Project Management? 7
 
Executive Involvement 13
 
Critical Success Factors for Strategic Planning 13
 
Identifying Strategic Resources 14
 
Why Does Strategic Planning for Project Management Sometimes Fail? 17
 
Concluding Remarks 19
 
Chapter 2 The Need to Plan for Project Management Maturity 21
 
Introduction 21
 
The Need for a PMMM 21
 
Other Purposes for the PMMM 23
 
Defining Project Management Maturity 24
 
Advantages of Using a PMMM 25
 
Disadvantages of Using a PMMM 26
 
Selecting a PMMM 27
 
Changing the Strategic Direction 27
 
Maturity and Core Competencies 28
 
Maturity and Assessment Timing 28
 
The Importance of Intangible Maturity Metrics 29
 
Chapter 3 Customizing the PMMM 31
 
The Need for PMMM Customization 31
 
Understanding Customization 31
 
Issues with Public-Sector Project Management Maturity 32
 
Olympic Games Project Management Maturity 35
 
Capturing Olympic Games Lessons Learned 36
 
Chapter 4 An Introduction to the Project Management Maturity Model (PMMM) 39
 
Introduction 39
 
The Foundation for Excellence 40
 
Overlap of Levels 41
 
Risks 43
 
Assessment Instruments 44
 
Chapter 5 Level 1: Common Language 45
 
Introduction 45
 
Roadblocks 46
 
Advancement Criteria 47
 
Risk 47
 
Assessment Instrument for Level 1 48
 
Questions 48
 
Answer Key 61
 
Explanation of Points for Level 1 63
 
Opportunities for Customizing Level 1 63
 
Chapter 6 Level 2: Common Processes 65
 
Introduction 65
 
Life Cycles for Level 2 66
 
Roadblocks 68
 
Advancement Criteria 69
 
Risk 69
 
Overlapping Levels 70
 
Assessment Instrument for Level 2 70
 
Questions 71
 
Explanation of Points for Level 2 74
 
Opportunities for Customizing Level 2 74
 
Chapter 7 Level 3: Singular Methodology 75
 
Introduction 75
 
Integrated Processes 76
 
Culture 78
 
Management Support 79
 
Informal Project Management 80
 
Training and Education 80
 
Behavioral Excellence 82
 
Roadblocks 83
 
Advancement Criteria 83
 
Risk 83
 
Overlapping Levels 84
 
Assessment Instrument for Level 3 84
 
Questions 84
 
Answer Key 92
 
Explanation of Points for Level 3 94
 
Opportunities for Customizing Level 3 95
 
Chapter 8 Level 4: Benchmarking 97
 
Introduction 97
 
Characteristics 98
 
The Project Office or Center of Excellence 99
 
Benchmarking Opportunities 100
 
Roadblocks 102
 
Advancement Criteria 103
 
Assessment Instrument for Level 4 103
 
Questions 103
 
Explanation of Points for Level 4 106
 
Opportunities for Customizing Level 4 107
 
Chapter 9 Level 5: Continuous Improvement 109
 
Characteristics 109
 
Continuous Improvement Areas 110
 
The Never-Ending Cycle 112
 
Examples of Continuous Improvement 113
 
Developing Effective Procedural

Product details

• Authors: H Kerzner, Harold Kerzner, Harold (Baldwin-Wallace College Kerzner
• Publisher: Wiley, John and Sons Ltd
• Languages: English
• Product format: Paperback / Softback
• Released: 30.04.2019
• EAN: 9781119530824
• ISBN: 978-1-119-53082-4
• No. of pages: 320
• Subjects: Natural sciences, medicine, IT, technology > Technology > Miscellaneous; Social sciences, law, business > Business > Management; Projektmanagement, Business & management, Project management, Industrial Engineering, Wirtschaft u. Management, Industrielle Verfahrenstechnik, Projektmanagement i. d. Industriellen Verfahrenstechnik, Industrial Engineering / Project Management