Using the project management maturity model : strategic planning for project management

Title:

Personal Author:

Kerzner, Harold

Edition:

2nd ed.

Publication Information:

New York, NY : Wiley, 2005

ISBN:

9780471691617

Subject Term:

Industrial project management

Strategic planning

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000004993394	HD69.P75 K475 2005	Open Access Book	Book	Searching... Unknown

Summary

Updated for today's businesses-a proven model FOR assessment and ongoing improvement

Using the Project Management Maturity Model , Second Edition is the updated edition of Harold Kerzner's renowned book covering his Project Management Maturity Model (PMMM). In this hands-on book, Kerzner offers a unique, industry-validated tool for helping companies of all sizes assess and improve their progress in integrating project management into every part of their organizations.

Conveniently organized into two sections, this Second Edition begins with an examination of strategic planning principles and the ways they relate to project management. In the second section, PMMM is introduced with in-depth coverage of the five different levels of development for achieving maturity. Easily adaptable benchmarking instruments for measuring an organization's progress along the maturity curve make this a practical guide for any type of company.

Complete with an associated Web site packed with both teaching and learning tools, Using the Project Management Maturity Model , Second Edition helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence.

Author Notes

Harold Kerzner, Senior Executive Director with International Institute for Learning (IIL), is currently Professor of Systems Management at Baldwin-Wallace College in Ohio and President of Project Management Associates, Inc.

Foreword	p. xi
Foreword to the First Edition	p. xiii
Preface	p. xv
Introduction	p. xvii
1 The Need for Strategic Planning for Project Management	p. 1
Introduction	p. 1
Misconceptions	p. 1
Wall Street Benefits	p. 3
Stakeholders	p. 4
Gap Analysis	p. 5
Concluding Remarks	p. 9
2 Impact of Economic Conditions on Project Management	p. 11
Introduction	p. 11
Historical Basis	p. 11
3 Principles of Strategic Planning	p. 15
General Strategic Planning	p. 15
What Is Strategic Planning for Project Management?	p. 16
Executive Involvement	p. 25
The General Environment	p. 26
Critical Success Factors for Strategic Planning	p. 28
Qualitative Factors	p. 29
Organizational Factors	p. 30
Quantitative Factors	p. 32
Identifying Strategic Resources	p. 34
Why Does Strategic Planning for Project Management Sometimes Fail?	p. 38
4 An Introduction to the Project Management Maturity Model (PMMM)	p. 41
Introduction	p. 41
The Foundation for Excellence	p. 42
Overlap of Levels	p. 43
Risks	p. 45
Assessment Instruments	p. 47
5 Level 1: Common Language	p. 49
Introduction	p. 49
Roadblocks	p. 50
Advancement Criteria	p. 51
Risk	p. 52
Assessment Instrument for Level 1	p. 52
Questions	p. 53
Answer Key	p. 63
Explanation of Points for Level 1	p. 66
6 Level 2: Common Processes	p. 67
Introduction	p. 67
Life Cycles for Level 2	p. 68
Roadblocks	p. 71
Advancement Criteria	p. 72
Risk	p. 72
Overlapping Levels	p. 73
Assessment Instrument for Level 2	p. 73
Questions	p. 74
Explanation of Points for Level 2	p. 76
7 Level 3: Singular Methodology	p. 77
Introduction	p. 77
Integrated Processes	p. 78
Culture	p. 81
Management Support	p. 82
Informal Project Management	p. 83
Training and Education	p. 83
Behavioral Excellence	p. 85
Roadblocks	p. 86
Advancement Criteria	p. 86
Risk	p. 87
Overlapping Levels	p. 88
Assessment Instrument for Level 3	p. 88
Questions	p. 88
Answer Key	p. 94
Explanation of Points for Level 3	p. 96
8 Level 4: Benchmarking	p. 99
Introduction	p. 99
Characteristics	p. 100
The Project Office/Center of Excellence	p. 101
Benchmarking Opportunities	p. 103
Roadblocks	p. 105
Advancement Criteria	p. 105
Assessment Instrument for Level 4	p. 106
Questions	p. 106
Explanation of Points for Level 4	p. 109
9 Level 5: Continuous Improvement	p. 111
Characteristics	p. 111
Continuous Improvement Areas	p. 112
The Never-Ending Cycle	p. 114
Examples of Continuous Improvement	p. 115
Developing Effective Procedural Documentation	p. 116
Project Management Methodologies	p. 122
Continuous Improvement	p. 122
Capacity Planning	p. 124
Competency Models	p. 125
Managing Multiple Projects	p. 127
End-of-Phase Review Meetings	p. 129
Strategic Selection of Projects	p. 130
Portfolio Selection of Projects	p. 133
Horizontal or Project Accounting	p. 136
Organizational Restructuring	p. 138
Career Planning	p. 140
Assessment Instrument for Level 5	p. 141
Questions	p. 141
Explanation of Points for Level 5	p. 142
10 Sustainable Competitive Advantage	p. 145
Introduction	p. 145
Strategic Thrusts	p. 146
The Need for Continuous Improvement	p. 149
Project Management Competitiveness	p. 150
Products versus Solutions	p. 151
Enterprise Project Management	p. 152
Engagement Project Management	p. 153
11 Special Problems with Strategic Planning for Project Management	p. 155
Introduction	p. 155
The Many Faces of Success	p. 156
The Many Faces of Failure	p. 157
Training and Education	p. 161
Cultural Change Management	p. 162
Partnerships	p. 176
The Impact of Risk Control Measures	p. 177
Dependencies between Risks	p. 179
Selecting the Appropriate Response Mechanism	p. 182
Conclusions	p. 184
12 The Project Office	p. 185
Introduction	p. 185
The Project Office: 1950-1990	p. 186
The Project Office: 1990-2000	p. 186
The Project Office: 2000-Present	p. 188
Types of Project Offices	p. 190
Project Management Information Systems	p. 190
Dissemination of Information	p. 195
Mentoring	p. 196
Development of Standards and Templates	p. 197
Project Management Benchmarking	p. 198
Business Case Development	p. 199
Customized Training (Related to Project Management)	p. 200
Managing Stakeholders	p. 201
Continuous Improvement	p. 202
Capacity Planning	p. 202
Risks of Using a Project Office, Reporting and Structure	p. 203
Reporting and Structure	p. 205
13 Six Sigma and the Project Management Office	p. 207
Introduction	p. 207
Traditional versus Nontraditional Six Sigma	p. 208
Understanding Six Sigma	p. 210
Six Sigma Myths	p. 212
Use of Assessments	p. 215
Project Selection	p. 218
Typical PMO Six Sigma Projects	p. 220
14 How to Conduct a Project Management Maturity Assessment	p. 223
Introduction	p. 223
Find Ways to Bypass the Corporate Immune System	p. 223
Explain Why You Are Doing This	p. 224
Pick the Model That Is Best for Your Organization	p. 225
Maturity Models: How Do They Compare?	p. 226
Create the Right Fit	p. 227
Choose an Appropriate Delivery Method	p. 227
Establish Responsibility	p. 231
Decide Who Should Participate	p. 231
Turn the Results into an Action Plan	p. 232
Develop a Remedial Training Curriculum	p. 233
Keep Top Management Informed	p. 234
Virtual Reporting	p. 235
Benchmark Your Results to Others	p. 235
Do It Again	p. 235
15 Understanding Best Practices	p. 237
Introduction	p. 237
What to Do with a Best Practice	p. 238
Critical Questions	p. 239
Levels of Best Practices	p. 240
Common Beliefs	p. 242
The Best Practices Library	p. 243
Case Studies	p. 247
Case 1 Packer Telecom	p. 247
Case 2 Luxor Technologies	p. 249
Case 3 Altex Corporation	p. 253
Case 4 Acme Corporation	p. 256
Case 5 Quantum Telecom	p. 258
Case 6 Lakes Automotive	p. 260
Case 7 Ferris HealthCare, Inc.	p. 261
Case 8 Clark Faucet Company	p. 263
Case 9 Hyten Corporation	p. 266
Case 10 Como Tool and Die (A)	p. 276
Case 11 Como Tool and Die (B)	p. 280
Case 12 Macon Inc.	p. 283
Case 13 The Trophy Project	p. 285
Case 14 The Blue Spider Project	p. 288
Case 15 Corwin Corporation	p. 301
Case 16 MIS Project Management at First National Bank	p. 311
Index	p. 323

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Summary

Summary

Author Notes

Table of Contents