1. PROJECT MANAGEMENT MATURITY MODEL (PMMM)
ERIC MELTON, pmi-pmp, pmi-pba 21 feb 2019

2. agenda Pmmm Overview Project Management Institute (pmi) –
Organizational Project Management Maturity Model (OPM3®)
Software Engineering Institute (SEI) –
Capability Maturity Model (CMM)
Project Management Solutions, Inc. (PM Solutions) – CEO J. Kent Crawford
Pmmm levels and recommended tools
summary

3. PMMM overview
“the evolution of project management typically lags behind
development of other capabilities within a company” (Crawford, 2006).
Organizational maturity > business strategy > business value
Itil – people, process, technology match
Proactive executive action is often the catalyst to organizational change – but what programs, and to what levels?

4. Pmi – opm3
pmi – Organizational Project Management Maturity Model (OPM3® 2013)
alignment of an organization’s projects to its strategic goals
3-domain structure: projects, programs, portfolio
3-phase implementation: knowledge, assessment, improvement
five-step iterative cycle; emphasizes assessment and continuous improvement, and the adoption and enhancement of best practices

5. Sei - cmm
Software Engineering Institute (SEI) – Capability Maturity Model (CMM)
Goal: to produce consistent products and support through an evolutionary process of continuous improvement.
Determines effectiveness in delivering quality software.

6. PM solutions: crawford
Pmmm informs the strategic plan
Proactive: Assess, set direction, prioritize actions, begin cultural change
THREE SPECIAL-INTEREST COMPONENTS that significantly influence the adoption of project management practices: Project office, Management oversight, Professional development

7. Level - 1 Use Ad hoc or expedient processes Management awareness
start by training PM familiarity, implementing basic PM thinking, setting standards, and formalizing processes

8. Level - 2 Basic processes, project-focus
Management support; trained pm professionals
start to implement more formal PM, focusing on large projects only at first

9. Level - 3 Standard, institutionalized processes, Organizational focus
Analysis of project performance is conducted
start to use Scrum or Agile methodologies, to allow some streamlined PM for the more seasoned PMs to execute where it may be more efficient

10. Level - 4 Integrated corporate processes
Management mandates compliance with standards
Projects inform Data-based decision-making
start to use reporting tools like microsoft project to further formalize standards

11. Level - 5
Optimize Processes to measure project effectiveness and efficiency, and to improve project performance
Management focus on continuous improvement
start to use Lean and/or Six Sigma to improve processes

12. summary
Implementation of Pmmm is excellent for aligning an organization’s strategic goals to its corresponding projects. This enables the organization to run projects more effectively and to realize savings by identifying and eliminating projects that do not fit the organization’s strategic goals. It also raises the disciplines of project management from an administrative role to strategic planning functions, thereby enhancing the prestige of project management in the organization.
Furthermore, proactively using pmmm to feed the strategic plan and set priorities helps an organization choose methods and tools in a more informed fashion. Tools are therefore more effective, and chances of success and progress are greatly increased.

13. references
PMI Organizational Project Management Maturity Model (OPM3®) – Third Edition (2013).
Matassa, P. (2006). Grow up already!—An OPM3® primer. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.
THE PROJECT MANAGEMENT MATURITY MODEL; Crawford, J Kent. Information Systems Management; Abingdon Vol. 23, Iss. 4,  (Fall 2006):
What is the Capability Maturity Model? (CMM); select business solutions; 2019.