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<\/figure>\n<\/div>\n\n\nWhat are project management maturity models (PMMM)?<\/h2>\n\n\n\n
A project management maturity model (PMMM) is a framework used to measure an organization\u2019s effectiveness at delivering projects successfully and improve upon it.<\/p>\n\n\n\n
To do this, a PMMM evaluates the project management processes of a company, with unstructured and poorly controlled practices ranking at the bottom, defined and standardized practices in the middle, and continuously optimized practices taking the top spot.<\/p>\n\n\n\n
A lot of insight into PMMMs can be gained from reading about their history, so we\u2019ve prepared this abridged version.<\/p>\n\n\n\n
The history of project management maturity models<\/h3>\n\n\n\n
In 1986, the US Government needed a way to assess the capability of their software contractors.<\/p>\n\n\n\n
To this end, the Software Engineering Institute (SEI) of Carnegie Mellon University developed a framework \u2014 the Capability Maturity Model (CMM) \u2014 that the government could use to measure the maturity of their software contractors.<\/p>\n\n\n\n
In this context, \u201cmaturity\u201d refers to how formal the software development process is. <\/p>\n\n\n\n
While it wasn\u2019t designed for project management specifically, CMM formed the basis of what all maturity models would look like.<\/p>\n\n\n\n
PM Solutions took the basis of CMM and applied it to project management, creating their Project Management Maturity Model<\/a>.<\/p>\n\n\n\n This framework is used to assess which level of project management maturity an organization scores in each of the 10 project management knowledge areas defined in PMBOK:<\/p>\n\n\n\n This PMM model was used by James S. Pennypacker and Kevin P. Grant in their 2002 conference paper \u2014 \u201cProject management maturity: an industry-wide assessment<\/a>\u201d \u2014 one of the most authoritative and most frequently cited studies on this subject.<\/p>\n\n\n\n For this reason, as well as its universal applicability to all organizations, we have chosen to use the PM Solutions model when explaining terminology in this text, but it\u2019s far from the only option available.<\/p>\n\n\n\n Even back in 2002, Pennypacker and Grant reported there being 27 different maturity models in a list published by the Project Management Institute (PMI) \u2014 this number has only grown since then.<\/p>\n\n\n\n So, depending on the needs of your organization, you may want to use any distinguished PMM models<\/a>, like the ones listed below:<\/p>\n\n\n\n \n Get your team organized and transform the way you work with Plaky by CAKE.com.<\/p>\n\n Regardless of which PMMM you use, the methodology is largely the same \u2014 input data is used to assess the maturity of your project management practices.<\/p>\n\n\n\n The four most common types of input data used for assessing PMM are:<\/p>\n\n\n\n A project management maturity model utilizes these tools to calibrate your project management maturity level.<\/p>\n\n\n\n The following 5 levels are taken from the PM Solutions Project Management Maturity Model:<\/p>\n\n\n\n Since each category is ranked separately, a company could score level 1 for project risk management<\/a> and project integration management<\/a>, while scoring level 2 in other categories. <\/p>\n\n\n\n This clearly shows you which areas of PM require your most immediate attention.<\/p>\n\n\n\n Now let\u2019s look at what each of these levels means.<\/p>\n\n\n\n If you\u2019re at all familiar with the \u201cwe have X at home\u201d meme, then understanding the first level of this PMM should be easy \u2014 it\u2019s project management at home.<\/p>\n\n\n\n It tries <\/em>to be project management, but it\u2019s not quite there yet.<\/p>\n\n\n\n This is evident in the abject lack of standardized PM practices. <\/p>\n\n\n\n Instead, everything is characterized by an informal, makeshift structure \u2014 from documentation to metric tracking.<\/p>\n\n\n\n Consequently, even measuring success is difficult.<\/p>\n\n\n\n Describing this level as immature is apt, like a child taking their first step towards becoming an adult \u2014 you know they\u2019ll get there, but they have to start at an immature level 1.<\/p>\n\n\n\n At the second level, the organization has many project management processes, but they are all applied at the team level.<\/p>\n\n\n\n As such, it\u2019s likely that different projects, teams, or whole departments within the organization are being managed according to different standards.<\/p>\n\n\n\n When forming project teams using employees from different departments, this can cause issues as project team members<\/a> will have different expectations and experience difficulty collaborating.<\/p>\n\n\n\n Project cost, schedule, and performance metrics are tracked at this level, although the data gathered may not be consistent in terms of quality.<\/p>\n\n\n\n Since project managers are basically given free rein at this level, the success of any project will largely depend on the effectiveness of the project manager<\/a>, irrespective of the organization.<\/p>\n\n\n\n At level 3, we can see organization-wide project management systems in place.<\/p>\n\n\n\n This system is formalized through documentation and used by most projects within the organization with very few exceptions.<\/p>\n\n\n\n While automation can sometimes be seen as early as level 1 or 2, at level 3 it is integral to maintaining order and uniformity in project execution.<\/p>\n\n\n\n The organization treats projects not as if they existed in a vacuum, but as part of a bigger whole, taking other projects and programs into account when making key decisions and evaluating project success.<\/p>\n\n\n\n Level 4 organizations use standardized practices in all projects without exception. <\/p>\n\n\n\n They take data from both ongoing and finished projects to chart a course towards future success.<\/p>\n\n\n\n Management in level 4 organizations also understands how to run multiple projects at once, how decisions made on one project can affect other projects, and so on. These decisions are always driven by data.<\/p>\n\n\n\n To remain efficient, level 4 organizations use automation to collect and analyze data.<\/p>\n\n\n\n Project goals and processes are always in sync with organizational strategies.<\/p>\n\n\n\n To reach the highest level of project management maturity, all level 4 organizations need to do is not become complacent.<\/p>\n\n\n\n Level 5 organizations aren\u2019t afraid to examine their standardized processes and seek flaws in them.<\/p>\n\n\n\n Whereas level 4 organizations strive for efficiency and productivity, level 5 organizations also seek continuous improvement, borrowing a lot from the Lean<\/a> philosophy of continuous improvement pioneered by Toyota.<\/p>\n\n\n\n They use data collected through project execution to make organizational changes.<\/p>\n\n\n\n Now that we know what the 5 levels of most PMMMs look like, let\u2019s see what you can do to make the jump from one level to the next.<\/p>\n\n\n\n 0\ufe0f\u20e3\u27a1\ufe0f1\ufe0f\u20e3<\/p>\n\n\n\n The first level has no requirements other than the willingness to use project management practices. <\/p>\n\n\n\n In fact, some project management models, like PMI\u2019s OPM3, omit this level entirely, instead starting with what we\u2019ve described as level 2.<\/p>\n\n\n\n 1\ufe0f\u20e3\u27a1\ufe0f2\ufe0f\u20e3<\/p>\n\n\n\n To get to level 2 you need to design procedures that will serve as the foundation for introducing project management into your company culture.<\/p>\n\n\n\n If both employees and management know how they are supposed to handle their tasks (and possibly react in some emergencies), then you\u2019ve reached level 2.<\/p>\n\n\n\n 2\ufe0f\u20e3\u27a1\ufe0f3\ufe0f\u20e3<\/p>\n\n\n\n At level 3, organizations start to get more serious about implementing standardized project management processes across all departments.<\/p>\n\n\n\n One of the best ways to do this is by using specialized project management software like Plaky by CAKE.com<\/a>, which is flexible enough to accommodate all kinds of projects while at the same time being powerful enough to support company growth \u2014 from fledgling startups to massive enterprises.<\/p>\n\n\n\n 3\ufe0f\u20e3\u27a1\ufe0f4\ufe0f\u20e3<\/p>\n\n\n\n Level 3 is all about perfecting project execution. To get to level 4, you need to look past individual projects and start looking at how they fit into the bigger organizational picture. <\/p>\n\n\n\n Understand the difference between project management and program management<\/a>. <\/p>\n\n\n\n Manage quality so that all projects and programs conform and contribute to the organization\u2019s strategic goals.<\/p>\n\n\n\n 4\ufe0f\u20e3\u27a1\ufe0f5\ufe0f\u20e3<\/p>\n\n\n\n Understand that, while what you have at level 4 is great \u2014 level 4 is not something most companies achieve \u2014 it can be made better. <\/p>\n\n\n\n To reach level 5, seek ways to further benefit the organization through continuous improvement and refinement of project management practices.<\/p>\n\n\n\n As mentioned in the introduction, having a higher level of project management maturity can give your company the edge over its competitors when applying for projects.<\/p>\n\n\n\n But the benefits of using a PMMM extend beyond this.<\/p>\n\n\n\n Even if your company only does internal projects and is not looking to impress any third parties, it still stands to gain a lot from seeing where it ranks in a PMMM.<\/p>\n\n\n\n If nothing else, this will highlight your organization\u2019s strengths and weaknesses and indicate what you should focus on to boost its maturity.<\/p>\n\n\n\n We must also mention that higher PMM is directly correlated with increased project success rates, as illustrated through the following project management statistics<\/a>:<\/p>\n\n\n\n\n
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What other PMM models are there?<\/h3>\n\n\n\n
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Free project management software<\/h2>\n
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\n <\/picture>\n <\/div>\n<\/div>\n <\/p>\n\n\n\nHow is project management maturity measured?<\/h2>\n\n\n\n
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The 5 levels of most project management maturity models<\/h2>\n\n\n\n
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Level 1: Initial Process<\/h3>\n\n\n\n
Level 2: Structured Process and Standards<\/h3>\n\n\n\n
Level 3: Organizational Standards and Institutionalized Process<\/h3>\n\n\n\n
Level 4: Managed Process<\/h3>\n\n\n\n
Level 5: Optimizing Process<\/h3>\n\n\n\n
How to level up in PMMM<\/h2>\n\n\n\n
Getting to level 1<\/h3>\n\n\n\n
Moving from level 1 to level 2<\/h3>\n\n\n\n
Moving from level 2 to level 3<\/h3>\n\n\n\n
Moving from level 3 to level 4<\/h3>\n\n\n\n
Moving from level 4 to level 5<\/h3>\n\n\n\n
The benefits of using a PMMM<\/h2>\n\n\n\n
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