Project management maturity model

Kerzner, Harold, Strategic Planning for Project Management Using a Project Management Maturity Model, New York John Wiley Sons, 2001. 

PMMM Project Management Maturity Model. A five-level model developed by Dr. Harold Kemzner. The levels are common language, common processes, singular methodology, benchmarking, and continuous improvement. 

Ayers (2004) framework for describing the integration of a supply chain project into a corporation s structure is presented, which itself applied the project management maturity model (PMMM) developed by Kerzner (2001). 

Kerzner, H. (2001). Strategic planning for project management using a project management maturity model. New York John Wiley. 

However, in order to measure the project management maturity of a firm, a framework applied by Ayers (2004) based on Kerzner s (2001) five-level Project Management Maturity Model (PMMM) is presented. 

The Capability Maturity Model (CMM) was originally developed as a tool for objectively assessing the ability of government contractors processes to perform a contracted software project. The CMM is based on the Process Maturity Framework first described in Managing the Software Process by Watts Humphrey and later published in its full form as a book named The Capability Maturity Model Guidelines for Improving the Software Process in 1994 by Mark Paulk, Charles Weber, Bill Curtis, and Mary Beth Chrissis. 

Anna Baraniecka is Assistant Professor of Business Administration at the Wroclaw University of Economics (WUE), where she received her PhD in Business Logistics. She has extensive experience in supply chain management in the pharmaceutical industry as she has engaged in numerous consulting projects in the field. One of her most important research topics is Efficient Consumer Response (ECR). She has been interested in supply chain maturity issues for several years. She is co-author of a novel supply chain maturity model tailored to the pharmaceutical industry. 

In case of project management, a maturity model is applied. In this model it is hardly possible to implement a higher maturity level before the predecessor level has been mastered. E.g. maturity level two should be implemented before level three. The five levels after the base level no discernible project management are common language , common processes , singular methodology , benchmarking , and continuous improvement (Ayers 2004). ... 

Maturity levels of information system are presented in Fig. 22.4. At the first level a product data management (PDM) system needs to be introduced. A PDM/PLM system is a meeting point for project team members where all project-related documents are available. At the second level an advanced level of visualisations tools is requested. Clear presentation of components and assemblies with 3D models and viewers is necessary for inter-team communication, especially in a spatially distributed environment. At the advanced level of PLM implementation PDP specific workflows are available for change management and for milestones approval. This level also involves external team members. At the top level the PDP is integrated with other business processes. 

Just as in choosing the steps of the life cycle, the models used may be influenced by the incorporation of safety tools. Feedback loops are essential in the life-cycle model, so that issues involving cost, schedule, and safety may be addressed before the project matures beyond the ability of systems engineers and safety professionals to successfully integrate their respective disciplines throughout the management of the project. 

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