Project management maturity model

It describes how as organizations mature, they can be more effective in the use of their project management systems. It describes how it might be more effective for companies to elect to use only certain aspects of a new project management system to a level with which they are comfortable, even though they are tempted to use every feature that is available to them.

Project management maturity model

Project management maturity model

Five Levels of Performance The Strategic Management Maturity Model SMMM was designed by and for busy managers who need a quick assessment of where their organization stands in terms of strategic management, to monitor progress in improving maturity of strategic management, and to allow benchmarking across organizations, or departments within one organization, in order to identify best practices.

There are two basic questions to ask of management: Operational management focuses on doing things right, and many tools have been developed to improve this e. TQM, Six Sigma, business process reengineering etc. In any organization, it is the strategy, driven from the vision of the leadership, that defines what are the right things.

Process improvements alone cannot guarantee that a company will be successful, or that an agency will achieve its mission.

Leadership Effective strategic management starts with leadership. In the context of strategic management, leadership includes the following traits: Most organizations post a values statement with a list of virtuous words. What distinguishes maturity is the degree to which those values are communicated, understood and practiced — by the leader as well as by all employees.

Evidences of of mature workforce culture and values include: Ninety-nine times, the conclusion is false.

SRMM Maturity Model

The hundredth time I am right. It is a challenging, heuristic task that requires strategic thinking. Strategic thinking involves several traits: Features of the organization that can be aligned include: Alignment measures the degree to which: So most organizations by now have learned to measure some things, either for operational performance or for compliance with requirements of outside stakeholders.

Performance measurement also includes an assessment of the use of technology in managing performance information. Spreadsheets and paper documents for data collection are only adequate for the very smallest, localized organizations. It is one thing to collect data, it is another to use it effectively.

Performance management deals with the degree to which performance metrics are use in decision making.


The degree to which leaders and managers feel they have the information they need to make decisions defines the level of performance management. The second is that automation applied to an inefficient operation will magnify the inefficiency. The role of strategic management is to identify which processes out of our entire portfolio are most in need of improvement doing the right things.

This requires input from the strategy, which informs the allocation of resources for planning improvements of the most strategically important processes in the near term and long term. When a high level of maturity is achieved, the organization is on a journey of continuous learning and improvement.

For each of these eight dimensions, there are five levels of strategic management maturity see Figure 1 below: Ad Hoc and Static, Level 2: Structured and Proactive, Level 4: Managed and Focused, Level 5: You can evaluate your organization by scoring the level of performance on each of the five levels of strategic management maturity.

Ad Hoc and Static It is characteristic of organizations at this level that they currently do not do any strategic planning or management in a formal sense, tending to plan only on the tactical or operational level in an ad hoc and uncontrolled manner, normally by senior management behind closed doors.

Reactive It is characteristic of organizations at this level that some elements of effective planning and strategic performance management are being applied, only in an inconsistent fashion and often with poor results.

Planning discipline is unlikely to be rigorous, and only happens in reaction to events or to temporarily please an individual leader. These organizations might measure performance or even use it to punish underperformers, but often these activities are done by individuals to meet a routine policy need and are not taken seriously.

XAPM110 - Converting Strategy into Action

These activities occur on a fairly regular basis and are subject to some degree of improvement over time. Measurements are somewhat aligned with strategy and employee accountability is taken seriously.

Organization-wide standards and methods are broadly implemented for strategy management. This means that as performance is evaluated, the organization first analyzes how it is performing towards its strategic goals and then second studies how effective the strategic planning and management processes are and adapts as necessary.Since , the Stanford Advanced Project Management program has been a high-quality leadership and management professional education program for project managers around the world.

Organizations benefit from achieving organizational project management maturity — when projects aren’t just executed randomly, but are tied to .

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The Project Management Maturity (PMM) model is a pretty hot topic these days. There are waves of consultants who are making a good living helping organizations assess their "project maturity level" which is pretty much always displayed hierarchically with more mature always shown as being better.

Capability Maturity Model is a bench-mark for measuring the maturity of an organization’s software process. It is a methodology used to develop and refine an organization’s software development process. CMM can be used to assess an organization against a scale of five process maturity levels based on certain Key .

The results showed the highest level of automation in project management (73%), followed by 46% for performance management, and the lowest results were related to Benefit Management, OPM Maturity assessment, and business excellence practices with 5%, 8%, and 14% respectively.

SRMM®: The five stages of Stakeholder Relationship Management Maturity.

Project management maturity model

The central role of stakeholders in the successful delivery .

The project management system maturity model white paper | Microsoft Docs