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Company Assessment of Project Management Capability


A detailed assessment of the Company’s knowledge and competency in project management is an integral part of the roadmap towards excellence. Based on the APM’s Body of Knowledge, the project management maturity model describes 5 phases in the organisational evolutionary from a disorganised project environment into a results-oriented professional organisation where projects success is the norm.




Project Management Maturity

1. Disorganised (Poor Performance) - each project is viewed in isolation, is unique and separate from other initiatives. There is little or no consistency in the project management practices being used, and typically no standards are yet developed. Project constraints are established from the top with little or no bottom-up verification. The project management environment is typically disorganised, maybe even chaotic. People are unaware of the Body of Knowledge or the competencies required to succeed and results usually depend on heroic efforts.


2. Immature (Below Average Performance) - project management standards and guidelines are starting to be documented but are not applied consistently, mainly because they are not fully understood. Planning is still predominately top down. Some projects are planned at too low a level of detail while others are overly simplified. No data integration is visible. Some competencies are apparent but success is unpredictable and unsustainable. The full range of PM competencies is not understood, however, there is recognition that cultural change including training is required for progression.


3. Organised (Average Performance) - projects undergo feasibility and have business case authorisation. A project organisation has been established. Planning and control processes are standardised. More credible plans are developed as milestones, resource requirements, budgets, and schedule constraints are integrated. The focus is still on individual projects rather than programmes. The "roll-up" or summarised data is not available. Project success is more predictable. Continual professional development (CPD) is being actively pursued to up-skill staff with the required competencies. Usually there is significant effort expended on the maintenance of databases to the detriment of analysis.


4. Mature (Good Performance) - Body of Knowledge is understood and applied. Projects consistently use the prescribed planning and control processes, procedures and templates. Integrated planning processes in place with "what if" scenarios deployed during resource balancing. Actual performance data is collected and archived and available for analysis. Business benefits are realised. Majority of staff professionally accredited.


5. Integrated (Excellent Performance) - there is an abundance of historical information on which to base new project plans, and the information is available online. Enterprise-wide project management is evident by capacity planning, resource allocation and review. Budgeting and costs tie into the company’s financial system. Cross-project query capability is available to senior management. Project success is expected at this level and the focus is on continuous improvement through critical analysis of the processes and systems. Professional accreditation is essential for progression.