Project Management Maturity Model

William Taylor Pittman

PJM330-1 Effective Project Scheduling and Control
Colorado State University Global Campus
Professor Steven Powelson
May 1, 2014









Project Management Maturity Model
Within the project management maturity model (PMMM) exists five levels representing
operational competency of an organization. If greater operational efficiency is desired, one can consult
the PMMM to determine their current level of operation as well as help structure a plan to achieve the
next level within the PMMM.
The hypothetical company (company x) in question is a small contractor currently residing in
level two of the PMMM. Currently, company x has recognized project management as a useful tool and
have begun to develop processes and methodologies to support its use. However, upper management
has decided to further improve efficiency by the use of the PMMM.
Before advancing to level 3, all aspect of level must be completed first. This includes the
development of a management cost and schedule control system, integration of schedule and cost
control, and develop an ongoing curriculum for project management. Certain barriers exist to
completing level two. Many of those in an already working system will have resistance to a new
methodology and change because what is currently being done is working effectively. There is also the
fear among employees that by implementing a new methodology, rigid policies and rules could be
implemented. These issues can be over come however depending on the type of company, strength of
culture, and inert resistance to change.
After fulfillment of all the level 2 aspects, an organization can begin to focus on what is
necessary to achieve level 3 status. There are four key actions that need to be taken to advance to level
3. First, a culture that nurtures the behavioral side of project management must exist. This is necessary
to maintain maximum efficiency of project mangament by ensuring a proper enviorment for managers
to thrive. Second, the driving forces behind the need for project mangament must recognized and
understood Understanding the driving forces will enable understanding of the benefits of project
management both in the short and long term. Third, a project management process should be
developed in such a way that benefits can be reached on a repeating basis. Finally a curriculum should
be developed, sustained and improved upon over time.
Progressing from level two to level three can pose its challenges, but if successful in transition,
overall efficiency and performance can be realized. The PMMM is an instrumental tool in maximizing the
performance of project based companies.