TSP Questionnaire:

Maturity in PM
Version 2.0;

1 General information about the project-oriented company

1.1 Name and address of the company
Company
Organisational unit (of the company) analysed
Address of the company (city, country)
1.2 Form of the analysis of the company
Analysis performed by several people individually (names)
Analysis performed by several people as a team (names)
Date of the analysis
1.3 Industry the company belongs to
Banking & Insurance
Building & Civil Construction
Consulting
Engineering Construction
Information and Communication Technology (ICT)
Manufacturing
Public Services
Research
Other:
1.4 Ratios of the company
Number of employees
Number of people who can act as project managers
Revenue of the company (in Mio €)
1.5 Number of internal projects
No of Projects
Internal marketing projects (product development, market development,
product launch etc.)
Internal infrastructure projects (investment in buildings, equipment, ICT,
etc.)
Internal organisational and personnel projects (acquisitions, mergers, organ-
isational development, personnel development, etc.)

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Part A: Project management maturity
A 1. Project start maturity
A 1.1 Project planning in the project start process I
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Project objectives plan

Work break-down structure
Work package specifications (if required)
Project milestone plan
Project bar chart
“Critical Path Method” - schedule (if required)
A 1.2 Project planning in the project start process II
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Project resource plan

Project cash flow plan (if required)
Project cost plan
Project income plan (if required)
Project risk analysis
Project scenario analysis (if required)
A 1.3 Design of the project context relationships in the project start process
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Project environment analysis

Analysis of the pre-project and post-project phase, of relationships to the company
strategies, to other projects
Business case analysis or cost-benefit-analysis
A 1.4 Design of the project organisation in the project start process
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Project assignment
Project organisation chart/list of project roles
Project role descriptions/adaption of the standard role descriptions
Project responsibility chart
Project communication plan
Project rules
A 1.5 Developing a project culture in the project start process
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Project name
Project logo and/or slogan
Project values, project mission statement (if required)
“Social“ project start event

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A 1.6 Management of the project personnel in the project start process
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Selection of project personnel (based on formal criteria)

Project specific training
Project specific incentives
A 1.7 Project marketing in the project start process
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Informal information about the project

Project presentations
Project newsletters and/or project folder and/or project homepage (if required)

A 2. Project coordination maturity

A 2.1 Methods for the project coordination process
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Minutes of meetings
To Do-List
Acceptance certificates for work packages (if required)
Continuous project marketing
A 2.2 Organisation of the project coordination process
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Meetings between project manager and project sponsor

Meetings between project manager and project team members
Meetings between project manager and representatives of relevant project environments
Use of project plans as communication instruments

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A 3. Project controlling maturity
A 3.1 Adapting the following documents during project controlling I[1]
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Documents for the management of the project objectives, the project progress, the pro-
ject schedule and the project budget (if adaption is required)
Documents for risk and discontinuity management (if adaption is required)
[1]
Note: Condition for the adaptation of these documents is that the documents were developed during the project start
process.
A 3.2 Adapting the following documents during project controlling II[2]
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Documents to manage the project context relationships (if adaption is required)

Documents to design the project organisation (if adaption is required)
Documents for the management of the project personnel (if adaption is required)
Documents of the project culture (if adaption is required)
[2]
Note: Condition for the adaptation of these documents is that the documents were developed during the project start
process.
A 3.3 Project progress analyses
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Analysis of the progress of the project phases and for the project overall
Progress deviation trend analysis
Costs deviation trend analysis
Schedule deviation trend analysis
Earned value analysis (if required)
A 3.4 Project controlling reports
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Project score card

Project progress report
Specific project progress report for clients (if required)
Minutes of the project team meetings
Minutes of the project owner meetings
Adaptation of the To Do-list

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A 4. Project close-down maturity
A 4.1 Methods for the project close-down process
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Planning and controlling of remaining tasks

Agreements for the post-project phase
Dissolving the project environment relationships (e.g. by thank-you letters, presents)
A 4.2 Methods for knowledge management
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Adaptation of business case analysis (if adaption is required)

Final project report
Exchange of experience-meetings (if required)
A 4.3 Evaluations
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Evaluation of the project

Evaluation of the project team members
Evaluation of the project manager
Evaluation of the project owner
A 4.4 Project close-down documentation
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

"As-is"or “as-built” documentation

Final project reports
Special final reports

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A 5. Maturity for resolving a project discontinuity
A 5.1 Defining project discontinuities
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Defining of project crises

Defining of project chances
Defining of structurally determined project discontinuities
A 5.2 Methods for resolving a project discontinuity
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Ad hoc analysis and measures

Detailed analysis und development of coping strategies
Controlling measures
A 5.3 Organisation for resolving a project discontinuity
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Explicit definition and conclusion of the project discontinuity

Involvement of additional experts to cope with the discontinuity
Application of new communication structures to cope with the discontinuity

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A 6. Maturity for the design of the project management process
A 6.1 Project communication structures and use of coaches/consultants
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Individual meetings
Project owner meetings
Project team meetings (start, controlling, close-down)
Project sub-team meetings (if required)
Project workshops (start, controlling, close-down)
Use of coaches for the project managers
Use of project management consultants for projects (if required)
A 6.2 Infrastructure and tools for the project management process
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Project management software

Project specific internet and intranet-portals (if required)
Telephone conferences (if required)
Video conferences (if required)
Project rooms (if required)
A 6.3 Management of small projects
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Less comprehensive application of project management methods than in projects

Lower level of detail in the project plans than in projects
Project owner role performed by persons of lower hierarchical levels than in projects
Less project marketing than in projects
Duration of the project start process: maximum 1 week

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A 7. Quality of the project management process and of the project results
A 7.1 Duration and frequency of the project management sub-processes
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Duration of the project start process: max. 2 weeks

Duration of the project controlling process: max. 1 week
Duration of the project close-down process: max. 2 weeks
Frequency of project controlling: min. every 4 weeks
A 7.2 Performances of project roles
1=very poor, 2=poor, 3=ok, 4=good, 5=very good Score

Design of the project management process by the project managers

Role performances by the project managers
Role performances by the project owners
Role performance by the project team members
Decisions and agreements within the project team
A 7.3 Quality of the project environment relationships
1=very poor, 2=poor, 3=ok, 4=good, 5=very good Score

Relationships with customers/users of the project results

Relationships with partners and suppliers, who contribute to the project
Relationships with other relevant project environments
A 7.4 Quality of the project results[3]
1=very poor, 2=poor, 3=ok, 4=good, 5=very good Score

Meeting project objectives

Meeting project schedules
Meeting project costs
Meeting project incomes (if required)
Optimization of the business case (if required)
[3]
Quality is defined as meeting expectations at the end of the project, i.e. that the expectations can change during the
project performance.

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Part C: Maturity for the assurance of the management quality in projects

C 1. Maturity for management consulting of projects

C 1.1 Objects of consideration for management consulting of projects
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Start and/or controlling and/or close-down of a project

Resolving a project discontinuity
Objectives, progress, schedules, costs, incomes, resources of a project
Organisation, culture, context of a project
C 1.2 Methods for the management consulting of projects
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Analysis of project or programme management documents

Interviews with representatives of the project/programme organisation and of relevant
environments
Observations of project/programme team meetings
Benchmarking with other projects/programmes (if required)
Consulting meetings and workshops
C 1.3 Design of the management consulting of projects or programmes
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Assignment of the management consulting by the project/programme owner

Execution of the management consulting by an project/programme consultant or a con-
sulting team (if required)
Informing the project portfolio group (or similar organisational units) about the manage-
ment consulting

C 2. Maturity for management auditing of projects (or “peer review”)

C 2.1 Objects of consideration for the management auditing of projects
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Start or controlling of projects

Discontinuity of projects
Objectives, progress, schedules, costs, incomes, resources of projects
Organisation, culture, context of a project
C 2.2 Methods for the management auditing of projects or programmes
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Analysis of project management documentation

Interviews with representatives of the project organisation and of relevant environments
Observations of project team meetings
Benchmarking with other projects (if required)
Auditing report and presentation
C 2.3 Design of the management auditing for projects or programmes
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Assignment of the management auditing by the project owner

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Execution of the management auditing by an auditor or auditor team
Informing the project portfolio group (or similar organisational units) about the manage-
ment auditing

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Part D: Maturity for the assignment of a project
D 1. Methods for assigning a project
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Investment proposal
Investment portfolio score card
Business case analysis for the investment
D 2. Methods for assigning a project
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Project proposal
Analysis of alternative project portfolios
Project assignment
D 3. Design of the process of assigning a project
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Preparation of an investment proposal by an investment proposal team

Agreement about the required resources with expert pool managers (or similar roles)
Decision about an investment by an investment committee (or similar role)
D 4. Design of the process of assigning a project
1=never, 2=seldom, 3=sometimes, 4=often, 5=always Score

Decision about the appropriate organisational form for the initialisation of the investment
by the project portfolio group (or similar organisational units)
Nomination of the project owner by the project portfolio group (or similar organisational
units)
Assignment of the project manager by the project/programme owner

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Part F: Maturity regarding the organisational design of the project-oriented company
F 1. Organisational structure of the project-oriented company
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Expert pools (from which project team members are recruited)
Expert pool of project managers
Expert pools of project management consultants, project management auditors
Expert pools of project management trainers, project management coaches
PM Office (or similar organisational units)
Project portfolio group (or similar organisational units)
F 2. Organisational processes of the project-oriented company I
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Mentioning “project orientation” in the mission statement of the project-oriented company
Formal description of the processes “project management” and “programme manage-
ment”
Formal description of the process “assignment of a project or programme”
Formal description of the processes “project portfolio coordination” and “networking be-
tween projects”
F 3. Organisational processes of the project-oriented company II
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Project and programme management templates
Project portfolio coordination templates
Standard project plans for different project types
Project and programme management marketing instruments (project management bro-
chure, PM office homepage)
F 4. Infrastructure of the project-oriented company
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Project management software
Project specific internet and intranet-portals (if required)
Telephone conferences (if required)
Video conferences (if required)
Project rooms (if required)
F 5. Culture of the project-oriented company
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
“Management by projects” as organisational strategy
Empowerment (of project, project team, project team members)
Process orientation
Team work
Customer orientation
Project management as a core competence

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F 6. Further development of the project-oriented company
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Analysis of the management maturity of the project-oriented company
Benchmarking of the management maturity of the project-oriented company

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Part G: Maturity regarding the personnel management in the project-oriented company
G 1. “Project manager” as a profession
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Role descriptions for the roles in the project-oriented company
Career path in project management
Competence profiles for different roles within the project management career path
Project management certification programmes (if required)
G 2. Recruiting project and programme managers
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Requirement plan for project and programme managers
Analyses of individual project management competences
Temporary and permanent contractual relationships with project and programme managers
Assessment centres for project and programme managers (if required)
Networking with project management freelancers (if required)
G 3. Leading project and programme management personnel
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Allocating several roles to persons in different projects/programmes
Performing temporary leadership tasks in projects/programmes
Performing permanent leadership tasks in expert pools
G 4. Incentive systems in the project-oriented company
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Project rewards (if required)
Further project incentives: praise, small presents
Use of incentives for project roles performed by individuals
Use of project team incentives
G 5. Development of project and programme management personnel
Score
1= not existing, 2= existing informally, 3=existing – limited relevance,
4= existing – very relevant, 5= continually optimised
Plan on the personnel development for the project and programme management personnel
Project management training for project and programme owners
Project management training for project and programme managers
Project management training for project team members
Coaching of persons trained in project management
Exchange of experiences in a network of project managers (if required)

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