Project Management Maturity Model By Kent Crawford

According to A Guide to the Project Management Body of Knowledge (PMBOK® Guide), - Third Edition,

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Project standardization was used to redefine goals, guidelines, training, and reporting systems. A book of 'best practices' was compiled of articles and policies for reference. Given that Comau was a global organization the book provided a common point of reference for all organizational actors. The creation of an online virtual community created a more seamless dissemination of information about projects and practices between entities (Kerzner

Project Management Body of Knowledge is an American National Standard Institute (ANSI) standard first published by the Project Management Institute (PMI) as a white paper in 1983. It is a guide that describes best practices used to manage a project efficiently and acts as a foundation for a sound project management methodology, yet it cannot be a method without adaptation.

Project Management Institute. (2000). _A Guide to the Project Management Body of Knowledge (4th ed.)._

Week 1 DQ 2 Projects and Organizational Structures PROJ 430 Week 1 Project Definition PROJ 430 Week 2 Checkpoint Assignment PROJ 430 Week 2 DQ 1 The Project Kick-Off PROJ 430 Week 2 DQ 2 Project Planning Documents PROJ 430 Week 2 Project Organization, Deliverables, and Milestones PROJ 430

Project Integration Management | Expert Judgment|-PM Plan is Formal, single document, approved (becomes officially the project plan. It defines how project is executed and controlled. Scope, schedule, and Cost, Change, and Configuration Management plans are created in this process and are part of the PM plan- Scope Management plan is developed here as well.|

However, due to the particularity of project development, it is difficult for us to obtain accurate description from the project sponsor to determine the management objectives should be achieved. Management system on the gap, the manager's personal preferences, the project sponsor's level of knowledge, may lead to project managers in the development of the target deviation. We believe that management objectives are hierarchical, including high-level goals and low-level goals. For example, improving the organization's software development capabilities, process capability maturity, these are high-level goals; saving costs at some stage of a specific project, accelerating progress, there are low-level goals. In general, the more high-level goals can be accepted by more people, the use of long, wide range. In addition, low-level goals should be subject to high-level goals. But the low-level goals are more specific, which is easy to analyze and manage. Therefore, managers need a comprehensive analysis of the management objectives of the structure, selecting the appropriate level objectives. What’s more, in the same level of project management objectives always

In order to achieve successful results within established time-frames and budgets, project managers are likely to employ methodologies models. A project methodology is a model that aids managers to plan, design and implement their project goals. Project methodologies are helpful to project manager in any field, for instance, Niel Nickolaisen CIO at the Western Governors University, is an advocate for the agile software development methodology. As these models grants flexibility when dealing with stipulations and scope changes on a project. Needless to say the agile software development methodology is just one example of a varied assortment of methodologies, each with their strengths and weakness. As such, it is up to the project manager to decide which methodology fits their needs, as there isn`t a one fits all solution.

Moreover, senior management has communicated a direction and set goals for the strategy for project management..

In Besner and Hobbs article (2013), “Contextualized project management practice: A cluster analysis of practices and best practices”, an analysis of project management best practices in terms of contextual archetypes and organizational maturity models. According to their research, the identified best practices for performing maturity are initial planning, maintaining databases, business case definition, bae line change management and team management (2013, p.28). In reviewing the contextual archetypes, the top trending toolsets appear to be databases and initial planning (p. 31). It is interesting to note that none of the practices were considered best practice in all five of the contexts

This document is an annotated outline for a Project Management Plan, adapted from the PMI Project Management Body of Knowledge (PMBOK) and IEEE Standard for Project Management Plans. The Project Management Plan is considered to be a “Best Practice” template by the ETS Enterprise Program Management Office (EPMO).

Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.

Several adaptations to the traditional approaches like agile, interactive, phased, extreme, etc have been made but each will be expected to meet the requirements of the project objectives, timeline, resources, and deliveries of the stakeholders. Other industry standard certifications like ISO9000 and regulations like the Sarbanes-Oxley have also influenced methodologies and processes used by several organisations (Kerzner, 2003). Generally, managing projects should involved five major process which include the project initiation, planning, execution, monitoring and controlling, and then project closing. See Fig. 2 below.

1. A Guide to the Project Management Body of Knowledge; PMBOK Guide. 2008 Fourth edition. United States of America. Project Management Institute, Inc.