INTRODUCTION TO PROJECT

MANAGEMENT MATURITY MODELS:

In an environment where projects are increasingly becoming the
fundamental components of business operation, project
management has recently been the subject of much scrutiny.
Against this background, Grant and Pennypacker (2006) report
that in the last 10 years more businesses are employing project
management as a way to develop a competitive advantage, but
projects do not always progress as planned. They highlight the
role of PMMMs in understanding project performance. The
consideration of maturity models provides an approach to
continuous improvement in many areas of business. Duffy (2001)
specifically identifies the application to strategy development and
formulating responses to change, suggesting the value of a
maturity model lies in its use as an analysis and positioning
tool.The PMMM has its origin in the Capability Maturity Model
developed at Carnegie Mellon University in the USA between 1986
and 1993 (Paulk et al, 1993). Since then around 30 different
models have been developed each addressing a specific business
model or industry context (PMForum, 2008). This proliferation of
model variants and inclusion in both the APM and PMI Bodies of
Knowledge (APM, 2006 and PMI, 2004) demonstrate that PMMMs
have now become an established part of documented practice.
Maturity models have their origin in the field of total quality
management (Cooke-Davies, 2002). They drive strategically
linked continuous improvement and so require a thorough
understanding of an organisations current position and where it
aims to be in the future. Commitment to this change is essential
and requires the support and involvement of senior management
(Hayes, 2007). Identifying the maturity model in the change
domain suggests that many of the ideas developed to address
broader business change are applicable to the project
management environment. Conversely, McKenna (2002) suggests

that the project management framework is a good choice for

guiding the implementation of a change initiative in a business.
Despite the acceptance of maturity models into the accepted
bodies of project management knowledge, evidence as to the
extent of use and impact of the models is very limited. Grant and
Pennypacker (2006) identify only three studies prior to their own
that explore the subjects of use and impact. They make the point
that in many cases where studies have taken place, the data is
not available in the public domain

REFERENCE:
http://pomsmeetings.org/ConfProceedings/011/FullPapers/
011-0288.pdf

KREZNER MATYRITY MODEL:

The Kerzner PM Maturity Assessment is named after Dr. Harold
Kerzner, one of the worlds foremost experts in project
management strategies and best practices. Dr. Kerzner developed
the Kerzner PM Maturity Assessment over a period of several
years, drawing from his extensive work with top companies all
over the globe. Closely aligned with the PMBOK Guide, Kerzner
PM Maturity Assessment consists of a series of carefully
designed questions on subject areas including common language,
common processes, singular methodology, benchmarking and
continuous improvement.

First, it assesses the way your company is performing and the state of its
process at five different levels, factoring in variables such as visibility,
consistency and control. The Kerzner PM Maturity Assessment will then
give you a detailed breakdown of your organizational score, as well as the
scores of your individual project managers. It also benchmarks your

performance against that of other companies in your industry and in the

wider marketplace.
Next, it will give you a thorough analysis of your results, including actionable,
high-level recommendations. You can use these to prioritize your
organization's next steps in order to increase your competitive position and
advance the professional development of your project managers
Using the Kerzner PM Maturity Assessment, you will get answers to
strategically important questions including:

How effective are PM efforts in our organization?

How well has PM been integrated into our business?

Is PM a competitive strategy for higher quality & greater customer

satisfaction?

Are we using the right methods and tools?

Is there a homogeneous approach to PM in our organization?

What should we do to advance to higher levels of PM maturity?

Have we reached levels of PM maturity that are competitive in the

marketplace?

Close the gap between you and the competition.

Use the Kerzner PM Maturity Online Assessment Tool to become more

competitive.

Get an instant and objective analysis of your organizations strengths

and weaknesses as they relate to each level of the PM maturity model.
The tool also provides a comparison of results to other organizations.

Scoring provides accurate comparison with objective industry

standards

The tool is fully aligned with the PMBOK Guide

Password protected and secure, results are kept strictly confidential

Allows blind comparisons with companies your size, with others in your
industry, or with everyone who has taken the assessment

Helps you recognize your competitive strengths & weaknesses

Identifies goals to feed into your organizations strategic planning for

project management

APPLICATION:
This Assessment Tool is applicable to all industries. Its valuable to a wide
array of users, including: project managers, members of the project office,
project team members; individuals preparing for the PMP certification
exam, project sponsors, corporate trainers, stakeholders, customers
(internal and external), university students, consultants, functional or line
managers, and focus group leaders. The broader the participation within a
company, the more objective the assessment results.

REFERENCES:
http://www.iil.com/kpm3/how_kpm3_works.asp

http://samuraisinting.blogspot.com/2009/07/kerzner-projectmanagement-maturity.html