Using the Project Management Maturity Model 3rd Edition by HAROLD KERZNER 1119530806 9781119530800

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ISBN-10 ‏ : ‎ 1119530806 

ISBN-13 ‏ : ‎ 9781119530800 

Author :    HAROLD KERZNER 

Using the Project Management Maturity Model offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This Third Edition includes maturity metrics, examples of Project Management Maturity Model (PMMM) reports, a new chapter on the characteristics of effective PMMM, assessment questions that align with the PMBOK® Guide–Sixth Edition, all-new illustrations that define advanced levels of maturity, assessment tools for organizations using traditional PM methods, and detailed guidance for organizations using Agile and Scrum.

Using the Project Management Maturity Model 3rd Table of contents:

Chapter 1 The Need for Strategic Planning for Project Management
Introduction
Misconceptions
Project Management Becomes a Strategic Competency
General Strategic Planning
Participation by the Project Manager in Strategic Planning
What Is Strategic Planning for Project Management?
Executive Involvement
Critical Success Factors for Strategic Planning
Identifying Strategic Resources
Why Does Strategic Planning for Project Management Sometimes Fail?
Concluding Remarks
Note
Chapter 2 The Need to Plan for Project Management Maturity
Introduction
The Need for a PMMM
Other Purposes for the PMMM
Defining Project Management Maturity
Advantages of Using a PMMM
Disadvantages of Using a PMMM
Selecting a PMMM
Changing the Strategic Direction
Maturity and Core Competencies
Maturity and Assessment Timing
The Importance of Intangible Maturity Metrics
Notes
Chapter 3 Customizing the PMMM
The Need for Pmmm Customization
Understanding Customization
Issues with Public-Sector Project Management Maturity
Olympic Games Project Management Maturity
Capturing Olympic Games Lessons Learned
Chapter 4 An Introduction to the Project Management Maturity Model (PMMM)
Introduction
The Foundation for Excellence
Overlap of Levels
Risks
Assessment Instruments
Notes
Chapter 5 Level 1: Common Language
Introduction
Roadblocks
Advancement Criteria
Risk
Assessment Instrument for Level 1
Questions
Explanation of Points for Level 1
Opportunities for Customizing Level 1
Notes
Chapter 6 Level 2: Common Processes
Introduction
Life Cycles for Level 2
Roadblocks
Advancement Criteria
Risk
Overlapping Levels
Assessment Instrument for Level 2
Questions
Explanation of Points for Level 2
Opportunities for Customizing Level 2
Notes
Chapter 7 Level 3: Singular Methodology
Introduction
Integrated Processes
Culture
Management Support
Informal Project Management
Training and Education
Behavioral Excellence
Roadblocks
Advancement Criteria
Risk
Overlapping Levels
Assessment Instrument for Level 3
Questions
Explanation of Points for Level 3
Opportunities for Customizing Level 3
Chapter 8 Level 4: Benchmarking
Introduction
Characteristics
The Project Office or Center of Excellence
Benchmarking Opportunities
Roadblocks
Advancement Criteria
Assessment Instrument for Level 4
Questions
Explanation of Points for Level 4
Opportunities for Customizing Level 4
Chapter 9 Level 5: Continuous Improvement
Characteristics
Continuous Improvement Areas
The Never-Ending Cycle
Examples of Continuous Improvement
Developing Effective Procedural Documentation
Project Management Methodologies
Continuous Improvement
Capacity Planning
Competency Models
Managing Multiple Projects
End-of-Phase Review Meetings
Strategic Selection of Projects
Portfolio Selection of Projects
Horizontal or Project Accounting
Organizational Restructuring
Career Planning
Assessment Instrument for Level 5
Questions
Explanation of Points for Level 5
Opportunities for Customizing Level 5
Notes
Chapter 10 Sustainable Competitive Advantage
Introduction
Strategic Thrusts
The Need for Continuous Improvement
Project Management Competitiveness
Products versus Solutions
Enterprise Project Management
Engagement Project Management
Note
Chapter 11 Advanced Project Management Maturity Assessments
Introduction: Changing Times
Redefining Maturity from PM 1.0 to PM 2.0/3.0
Some Critical Issues with PM 1.0
The Need for PM 2.0
The Need for PM 3.0
Criticisms of PM 2.0 and PM 3.0
Implementing Continuous Improvement Changes
How to Update the Assessment Instruments
Changing Definitions for PM 2.0 and PM 3.0
Assessing Maturity for PM 2.0 and PM 3.0
Statements
Measuring Intangible Benefits and Value
Customizing PM 2.0 and PM 3.0 Assessments
PMMM and the Agile Environment1
Notes
Chapter 12 How to Conduct a Project Management Maturity Assessment1
Introduction
Find Ways to Bypass the Corporate Immune System
Explain Why You Are Doing This
Pick the Model that Is Best for Your Organization
Maturity Models: How Do They Compare?
Create the Right Fit
Choose an Appropriate Delivery Method
Establish Responsibility
Decide Who Should Participate
Turn the Results into an Action Plan
Develop a Remedial Training Curriculum
Keep Top Management Informed
Virtual Reporting
Benchmark Your Results to Others
Do It Again
Notes
Chapter 13 Using the PMMM to Extract Best Practices
Introduction
The Best Practices Process
Step 1: Definition of a Best Practice
Step 2: Seeking Out Best Practices
Step 3: Validating the Best Practice
Step 4: Levels of Best Practices
Step 5: Management of Best Practices
Step 6: Revalidating Best Practices
Step 7: What to Do with a Best Practice
Step 8: Communicating Best Practices Across the Company
Step 9: Ensuring Usage of the Best Practices
Common Beliefs
Best Practices Library
Best Practices and the PMMM
Notes
Chapter 14 Case Studies
Case 1: Simone Engineering Company
Questions
Case 2: NorthStar Software Company
Questions
Case 3: Colmar Automotive
Questions
Case 4: Ferris HealthCare, Inc.
Questions
Case 5: Clark Faucet Company
Questions
Case 6: Macon, Inc.
Questions
Case 7: The Blue Spider Project
Questions
Case 8: Corwin Corporation
Questions
Case 9: The Trophy Project
Questions

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