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MODELS
ASSINGMENT NO#01
Introduction:
In this assignment I took three maturity models foe their comparison:
1) Centre for business practices
2) Kerzner’s project management maturity model
3) SEI’s Capability maturity model integration.
First of all, the project maturity model is based on a two dimensional framework. The first
dimension reflects the level of maturity. It is based on the structure of software engineering
institute- capability maturity model. The second dimension depicts the key areas of project
management addressed. This dimension adopts the structure of PMI’s ten knowledge areas
(project management institute 1996).
Level 4: Benchmarking
At the “Benchmarking” stage, fourth level, the focus is to both improve the current project
management processes and, ultimately, address all knowledge areas of PMBOK® Guide – Sixth
Edition. This means that PBOs have achieved a level in which all project management processes
have been integrated at the organizational level and, therefore, projects could be interrelated to
organizational strategies.
Level 5: Continuous improvement
The project management methodology is continuously improved through “benchmarking
information,” and the main focus of this is to enhance the organizational competitive advantages
Level 1: Initial
Processes are usually ad hoc and chaotic. The organization usually does not provide a stable
environment. Success in these organizations depends on the competence of the people. Level 1
organizations often produce products and services that work; however they frequently exceed
the budget and schedule of their projects. Organizations are characterized by a tendency to over
commit, abandon processes in the time of crisis, and not be able to repeat their past successes.
Level 2: Managed
The project of organization have ensured that requirements are managed and that processes are
planned, performed, measured and controlled. Projects are performed and managed according
to their documented plans. The status of the work products and the delivery of services are visible
to managed at defined point. Commitment are established among relevant stakeholders and are
revised as needed. The work products and services satisfy their specified requirement, standards,
and objectives.
Level 3: Defined
Processes are well characterized and understood, and are described in standards, procedures,
tools, and methods. The standards, process description, and procedures for a projects are
tailored from the organization’s set of standards processes to suit a particular project or
organizational unit. The processes are typically described in more detail and more rigorously.
Processes are managed more proactively using an understanding of interrelationships of the
process activities and detailed measures of the process, its work products, and its services.
Level 5: Optimizing
Processes are continually improved based on a quantitative understanding of the common
causes of variation inherent in processes. Maturity level 5 focuses on continually improving
process performance through both incremental and innovative technological improvements.
The effects of deployed process improvements are measured and evaluated against the
quantitative process-improvement objectives. Both the defined processes and the organization's
set of standard processes are targets of measurable improvement activities.
Optimizing processes that are agile and innovative depends on the participation of an
empowered workforce aligned with the business values and objectives of the organization. The
organization's ability to rapidly respond to changes and opportunities is enhanced by finding
ways to accelerate and share learning. Improvement of the processes is inherently part of
everybody's role, resulting in a cycle of continual improvement.
Processes are concerned with addressing special causes of process variation and providing
statistical predictability of the results. Though processes may produce predictable results, the
results may be insufficient to achieve the established objectives. Processes are concerned with
addressing common causes of process variation and changing the process (that is, shifting the
mean of the process performance) to improve process performance (while maintaining statistical
predictability) to achieve the established quantitative process-improvement objectives.
CBP VS PMMM VS CMMI
LEVEL-1
CBP
INITIAL PROCESS
PMMM
COMMON LANGUAGE
SPORADIC USE OF PROJECT MANAGEMENT
SMALL POCKECTS OF INTERST IN THIS DISCIPLINCE
CMMI
INITIAL
AD HOC
CHOATIC PROCESSES
LEVEL-2
CBP
STRUCTURE PROCESS AND STANDARDS
BASIC PROCESS
MANAGEMENT SUPPORT
MIX OF INTERMEDIATE AND SUMMARY LEVEL INFORMATION
ESTIMATES, SCHEDULE BASED ON EXPERT KNOWLEDGE
PMMM
COMMON PROCESSES
TENGIBLE BENEFITS MADE APPARENT
PROJECT MANAGEMENT SUPPORT THROUGH OUT THE ORGANIZATION
DEVELOPMENT OF A PROJECT MANAGEMENT CURRICULUM
CMMI
MANAGED
REQUIRMENT MNAGEMENT, PROJECT PLANNING, PROJECT MONITORING AND
CONTROL OCCUR
PROCESS AND PRODUCT QUALITY ASSURANCE TAKE PLACE
CONFIGURATION MANAGEMENT IS PRESENT
LEVEL- 3
CBP
ORGANIZATIONAL STANDARDS AND INSTITUTIONALED PROJECT MANAGEMENT
ALL PROCESSES, STANDARDS FOR ALL PROJECTS REPEATABLE
MANAGEMENT HAS INSTITUTIONALIZED PROCESSES
SUMMARY AND DETAILED INFORMANTION
ESTIMATES, SCHEDULE BASEDON INDUSTRY STANDARDS AND ORGANIZATION SPECIFICS
PMMM
SINGULAR METHODOLOGY
INTEGRATED PROCESSES
CULTURE AND MANAGEMENT SUPPORT
FINANCIAL BENEFITS FROM PROJECT MANAGEMENT TRAININGS
CMMI
DEFINED
REQUIREMENT DEVELOPMENTAND PRODUCT INTEGRATION INITIATED
VERIFICATION AND VALIDATION OF PROCESSES
EFFORTS TOWARDS INTEGRATED MANAGEMENT
RISK MANAGEMENT EMPHASIZED WITH DECISION ANALYSIS AND RESOLUTION
LEVEL- 4
CBP
MANAGED
PROCESS INCORPORATE WITH COPORATE PROCESSES
MANAGEMENT MANDATE COMPLIANCE
ANALYSIS OF PROJECT PERFORMANCE
ESTIMATED SCHEDULES ARE BASE ON ORGANIZATIONAL SPECIFICS
MANAGEMENT ACTIVELY ENGAGED IN MANAGEMENT OF PORTFOIO AND PROJECT
PMMM
BENCHMARKING
QAULITATIVE AND QUATITATIVE ANALYSIS AND EVALUATION OF PRACTICES
PROJECT OFFICE ESTABLISHED
CMMI
QUALITATIVELY MANAGED
ORGANIZATIONAL PROCESS PERFORMANCE GAUGED
QUALITATIVE PROJECT MANAGEMENT HIGHLIGHTED
LEVEL- 5
CBP
OPTIMIZING
MEASUREMENT OF PROJECT EFFECTIVENESS AND EFFICIENCY
PROCESS INPLACE TO IMPROVE PROJECT PERFORMANCE
MANAGEMENT FOCUS ON CONTINOUS IMPROVEMENT
PMMM
CONTINOUS IMPROVEMENT
LESSON LEARNED CREATED
KNOWLEDGE TRANFER BETWEEN PROJECT AND TEAM
MENTORSHIP PROGRAM ESTABLISHED
CMMI
OPTIMIZING
ORGANIZATIONAL INNOVATION AND DEPLOYEMENT ACCENTUATED
CAUSAL ANALYSIS AND RESOLUTION PERFORMED