The project management maturity model divides the management level of the enterprise from chaos to standardization to optimization process on the basis of the project management process into orderly multiple levels, forming a gradually upgraded platform.
1. project management maturity refers to the maturity of the project management process.
Elements of a project management maturity model include what to improve and the steps to improve, and users using the model need to know where they are now and must know the roadmap for achieving improvements. the kerzner project maturity model has 5 cascades:
(1) general terms: have common management terms
(2) general process: management process reuse
(3) Single method: use project management to integrate various management methods such as tqm, risk management, and change
(4) baseline comparison: compared with other management factors, the project office is used to support these efforts
(5) continuous improvement: improve project management strategic planning under the guidance of the project office
An organizational project management maturity model, provides an organizational perspective on best practices for project portfolio, project set and project management support. Can be understood as "strategy" (projects are "tactical") and is committed to integrating the following:
(1) knowledge: knowledge of the portfolio, project set and project process
(2) organizational strategy: mission, vision, goals and objectives
(3) people: resources with the ability to use
(4) process: the application of each stage of process improvement
3. in the organizational project management maturity model, the steps of process improvement include:
(1) standardization: including the overview of the governance body, the documentation process, the communication process, and the compliance process
(2) measurement: identify the metrics that key process users are concerned about, identify key process characteristics, measure key process characteristics, identify upstream metrics, and measure key inputs
(3) control: formulate a process control plan with upper and lower limit control boundaries, implement a process control plan, and continuously observe whether the process operation is within the planned boundary
(4) improvement: identify the fundamental problem of the process to determine the root cause, make targeted efforts on the process improvement of potential solutions, and integrate the process improvement into the working methods of the organization after clarifying the solution
4. THE STEPS OF USING (I.E. THE OPERATION CYCLE):
ACQUIRING KNOWLEDGE, IMPLEMENTING ASSESSMENTS, MANAGING IMPROVEMENTS, AND REPEATING THIS PROCESS
5.(organizational project management) is a strategic execution framework, which is the integration of people, knowledge and processes (best practices, capabilities, results), which is based on the target market value strategy and supported by tools throughout all levels; opm3 (organizational project management maturity model) architecture is more, including:
(1) best practices: measure organizational-level project management maturity by assessing the best practices that actually exist
(2) competency: competency demonstrates the combination of people, processes, and technology that enables organizations to provide organizational-level project management. a competency is a step that guides one or more best practices to a step.
(3) results: it is the result of the organization's ability to demonstrate (tangible or open)best practices consist of a set of competencies, each of which in turn includes a set of outcomes, and when an organization demonstrates that it meets all of its support capabilities, the organization implements a best practice. supported by tangible and tangible evidence, an organization acquires a competency when it achieves one or more relevant outcomes.
(4) hierarchical domain: Three process-based criteria. the project portfolio management standard represents the portfolio hierarchy domain, the project set management standard represents the project set hierarchy domain, and the pmbok guide represents the project hierarchy domain
A. Projects: the pmbok guide identifies 5 project management process groups and 10 areas of knowledge, namely initiation, planning, execution, monitoring, and closure. B. project set: the "project set management standard" coordinates the management of five interdependent performance domains, namely project set strategic consistency, project set interest management, project set stakeholder participation, project set governance, and project set life cycle management. c. portfolio: the project portfolio management standard identifies three project organization process groups in five major knowledge areas, namely the definition process group, the combined process group, and the authorization and control process group.
(5) process improvement stage: including standardization, measurement, control, improvement.
(6) organizational operational potential: is the architecture, culture, technology and human resources practices that can be leveraged to support and continuously implement portfolios, project sets and best practices in projects.
5 supplements,
10 knowledge areas of the project level domain: integration, scope, time, cost, quality, human resources, communication, risk, procurement, stakeholders. portfolio-level domains of five knowledge areas: strategy, governance, performance, communication, risk
6. KEY ACTIVITIES FOR SUCCESSFUL APPLICATION OF THE FRAMEWORK INCLUDE:
(1) IDENTIFY THE IMPACT ON CHANGE OF IMPLEMENTING A PROCESS BASED ON ORGANIZATIONAL NEEDS AND THE EXPERIENCE OF OPM3 PRACTITIONERS
(2) MANAGE OP3 MEASURES AS A PROJECT OR SET OF PROJECTS
(3) gain the approval of stakeholders
(4) acquire the professional knowledge described in the summary of chapter 1
(5) UNDERSTAND AND SELECT THE APPROPRIATE PROCESS FROM THE OPM3 FRAMEWORK
(6) understand the difference between the area of expertise and the elements of the action cycle
7. AREAS OF EXPERTISE INCLUDE:
GOVERNANCE, RISK AND COMPLIANCE; DELIVERY AND BENEFIT MANAGEMENT; AND ORGANIZATIONAL CHANGE
8. OPERATING CYCLE ELEMENTS:
ACQUISITION OF KNOWLEDGE, IMPLEMENTATION OF EVALUATION, MANAGEMENT IMPROVEMENT
9. SCORING METHOD:
(1) binary score: full existence is rated 1, and insufficient existence is rated 0
(2) variable measurement: 0 - no implementation, 1 - partial implementation, there are some best practice results, 2 - full implementation, no continuous, 3 - full implementation, there are continuous best practice results
10. the three improvement businesses that the organization focuses on:
personnel, procedures and methods, tools and equipment
11. Capability maturity model integration.
The model contains 11 process areas (of which 16 are core), and the model components are divided into three categories: necessary, desired, and illustrative.
12. Process area:
The cause analysis and solution, d configuration management, d decision analysis and solution, a integrated project management, d measurement and analysis, b organization-level process definition, b organization-level process concern, b organization-level performance management, b-organization-level process performance, b-organization-level training, c product integration, a-project supervision and control, a-project planning, d-process and product quality assurance, a quantitative project management, c demand development, a requirements management, a risk management, a-supplier agreement management, c technology solution, c confirmation, c verification
13. the process area is divided into 4 categories:
7 project management, 5 process management, 5 engineering, and 5 support. labeled into 12 with abcd, respectively.
14. HAS TWO REPRESENTATIONS (THAT IS, MODEL) :
( NO MATTER WHICH ONE IS USED, THE RESULT IS THE SAME)
(1) staged model (focus on the maturity of the organization) (process domain collection)
(2) continuous model (focus on the process capabilities of the organization) (single process area)
SUPPORTS TWO USAGE-LEVEL IMPROVEMENT ROUTES:
(1) capability level: select a single process area (or set of process areas) and gradually improve the corresponding process
(2) maturity level: incrementally respond to the hierarchical sequential process domain set to improve the related process set
16. Reasons and value of assessment:
(1) determine how well the organizational process is compared to best practices and identify areas for improvement
(2) inform external customers about the degree of perfection of best practices compared to suppliers' organizational processes
(3) to meet the contractual needs of one or more customers
17. there are three assessment needs and assessment methods:
(1) class a assessment: the most formally recognized, the most rigorous, and the evaluation with benchmark characteristics
(2) category b assessment: informal, provides the organization with improvement information that helps the organization identify opportunities for improvement
(3) class c assessment: same as class b, lower level
The project management maturity expresses an organization's (usually an enterprise's) ability to successfully and reliably implement a project in accordance with predetermined goals and conditions. as a new concept, the project management maturity model provides a framework for evaluation and improvement of the improvement of enterprise project management level.
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