Best practices an organization can adopt to improve its project management maturity
of funding for milestone achieved – Milestones should be identified for projects
that upon completion, funding will be released for the next milestone. In
addition to improving project maturity, this practice supports capital
stewardship and financial management.
and control financial risks – Financial risks result in cost and schedule
overrun. This adversely affects project maturity and can lead to loss in market
share. An organization must monitor its financial risks and implement risk
response plans to help maintain and improve the project maturity level.
Management – Risk is an event that if it occurs has a positive or negative
effect on meeting project objectives (Sanghera, 2010). To improve an
organization’s maturity level, the executive board should have clear visibility
of the organization’s risk exposure and be responsible for risk management (www.p3m3-officialsite.com, n.d).
management – The organization should practice strategic and optimum deployment
of required project resources. There should be evidence of a balanced resource
loading and effective use of internal and external resources (www.p3m3-officialsite.com, n.d).
elements of change management to raise the project maturity level of an
process of raising an organization’s maturity level involves implementing
certain changes in the organization’s culture. These changes need to be properly
managed in order to achieve the desired objective of improving the maturity
level. Key elements of the change management boarders around the following
the right things – This enables an organization to attain and improve on project
maturity. The right things could be maintaining a staff of PMP certified
managers, documenting best practices during project execution, and conducting
post project lessons learned.
things right – Organizations start doing things right (stop doing things
wrongly) by learning how to do new things. In Kerzner 2010, a large Midwest
corporation had a division that was lagging behind in project maturity. An audit
revealed problems areas such as lack of quality planning, scheduling and
progress tracking. They were also constantly changing deadlines. Such practices
need to stop, and then planning, scheduling, and estimating done rightly.
things better – Every project has an opportunity for improvement which can lead
to a higher maturity level. Things that can be done better include having
adequate project documentation, improving project communication, and ensuring
the right personnel are assign to project teams.
doing things – When organizations evaluate their performance and maturity,
certain activities are revealed which do not benefit the organization. Such
activities will have to be terminated. If employees are going to be affected by
stopping some activities, they will be given prior information. Reasons for
stopping will also be documented.
things other people are doing – Organizations will sometimes need to copy what
others are doing while improving project maturity. This is however acceptable so
long as patent and copyright laws are not violated. In addition, recognition is
given to owners of intellectual property.
things no one else is doing – This involves thinking differently and creating
new ways of doing things to achieve better results. An example is (Kerzner,
2010) where Boeing decided to design and build the Boeing 777 airplane. This
involved a new change management as the initiative required a new technology and
a radical change in teamwork which permeated all levels of management.
things that cannot be done – Sometimes improving project maturity level entails
doing what was regarded as impossible. Research & Development (R & D)
organizations continuously implement changes with the hope of achieving the
impossible. This is particularly necessary in light of the dynamic and ever
changing environments, which compels organizations to always seek out new ways
of providing products and services.
above is a summary classification of the changes which an organization will make
in order to improve its project maturity level. Improving the project maturity
will be possible if these changes are well managed and there is executive
support to implement the changes.
valuable actions taken by DFCU to improve project management
project responsibility from IT to the business units – DFCU established project
control by changing ownership from IT to the Business unit. Under the ownership
of IT, most projects had weak sponsorship on the business side and projects were
not selected in alignment with strategic objectives. Under the business unit
ownership, the business manager provided project leadership thereby putting
projects in alignment with business strategy.
project management forms and processes – Projects were tracked on a single
spreadsheet for executive team to review monthly. The spreadsheets were
simplified such that it was easy to identify any projects at risk thereby
leading to effective risk management.
project review meetings to set priorities and allocate resources more
effectively – Executive team had monthly project review meetings where the
project tacking sheet was analyzed, projects prioritized and decisions taken on
resource allocations for projects that met DFCU strategic objectives.
organizational barriers and encouraged input on projects from employees – All
employees were reminded that it is everyone’s duty to take responsibility for
the progress of the organization and to speak their minds to management
regarding any issue.
project success through pilots and feedback – DFCU commenced pilot test programs
to obtain real feedback regarding product acceptance from end-users. These
feedbacks were incorporated into the product line thereby improving product
that did not benefit DFCU very much
did not benefit very much from establishing a formal project management (PM)
methodology. This was done under the assumption that if the little PM
implemented by the organization worked well, then more PM tools and templates
would have a greater positive impact. This however did not turn out to be as
maturity in PM is about focusing more on PM culture than on PM tools and
in conjunction with the UK Cabinet Office (part of HM Government). (2012) P3M3
Official Site: Portfolio, Programme and Project Management Maturity
Model [Online] Available from:http://www.p3m3-officialsite.com/P3M3Model/P3M3Model.aspx (Accessed:
21 December 2013).
P (2010) PMP In Depth: Project Management Professional. Study Guide for the PMP
Exam 2nd edn. Course Technology CENGAGE Learning
H. (2010)Project management best practices:
achieving global excellence. 2nd ed. Hoboken, NJ: John Wiley