Overview

Updated for today's businesses-a proven model FOR assessment and ongoing improvement Using the Project Management Maturity Model, Second Edition is the updated edition of Harold Kerzner's renowned book covering his Project Management Maturity Model (PMMM). In this hands-on book, Kerzner offers a unique, industry-validated tool for helping companies of all sizes assess and improve their progress in integrating project management into every part of their organizations. Conveniently organized into two sections, this Second Edition begins with an examination of strategic planning principles and the ways they relate to project management. In the second section, PMMM is introduced with in-depth coverage of the five different levels of development for achieving maturity. Easily adaptable benchmarking instruments for measuring an organization's progress along the maturity curve make this a practical guide for any type of company. Complete with an associated Web site packed with both teaching and learning tools, Using the Project Management Maturity Model, Second Edition helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence.

Full Product Details

Author:   Harold Kerzner
Publisher:   John Wiley and Sons Ltd
Imprint:   John Wiley & Sons Inc
Edition:   2nd Edition
Dimensions:   Width: 16.30cm , Height: 2.10cm , Length: 24.10cm
Weight:   0.620kg
ISBN:  

9780471691617

ISBN 10:   0471691615
Pages:   352
Publication Date:   01 March 2005
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Out of Print
Availability:   Awaiting stock  

Table of Contents

Foreword xi Foreword to the First Edition xiii Preface xv Introduction xvii 1 The Need for Strategic Planning for Project Management 1 Introduction 1 Misconceptions 1 Wall Street Benefits 3 Stakeholders 4 Gap Analysis 5 Concluding Remarks 9 2 Impact of Economic Conditions on Project Management 11 Introduction 11 Historical Basis 11 3 Principles of Strategic Planning 15 General Strategic Planning 15 What Is Strategic Planning for Project Management? 16 Executive Involvement 25 The General Environment 26 Critical Success Factors for Strategic Planning 28 Qualitative Factors 29 Organizational Factors 30 Quantitative Factors 32 Identifying Strategic Resources 34 Why Does Strategic Planning for Project Management Sometimes Fail? 38 4 An Introduction to the Project Management Maturity Model (PMMM) 41 Introduction 41 The Foundation for Excellence 42 Overlap of Levels 43 Risks 45 Assessment Instruments 47 5 Level 1: Common Language 49 Introduction 49 Roadblocks 50 Advancement Criteria 51 Risk 52 Assessment Instrument for Level 1 52 Questions 53 Answer Key 63 Explanation of Points for Level 1 66 6 Level 2: Common Processes 67 Introduction 67 Life Cycles for Level 2 68 Roadblocks 71 Advancement Criteria 72 Risk 72 Overlapping Levels 73 Assessment Instrument for Level 2 73 Questions 74 Explanation of Points for Level 2 76 7 Level 3: Singular Methodology 77 Introduction 77 Integrated Processes 78 Culture 81 Management Support 82 Informal Project Management 83 Training and Education 83 Behavioral Excellence 85 Roadblocks 86 Advancement Criteria 86 Risk 87 Overlapping Levels 88 Assessment Instrument for Level 3 88 Questions 88 Answer Key 94 Explanation of Points for Level 3 96 8 Level 4: Benchmarking 99 Introduction 99 Characteristics 100 The Project Office/Center of Excellence 101 Benchmarking Opportunities 103 Roadblocks 105 Advancement Criteria 105 Assessment Instrument for Level 4 106 Questions 106 Explanation of Points for Level 4 109 9 Level 5: Continuous Improvement 111 Characteristics 111 Continuous Improvement Areas 112 The Never-Ending Cycle 114 Examples of Continuous Improvement 115 Developing Effective Procedural Documentation 116 Project Management Methodologies 122 Continuous Improvement 122 Capacity Planning 124 Competency Models 125 Managing Multiple Projects 127 End-of-Phase Review Meetings 129 Strategic Selection of Projects 130 Portfolio Selection of Projects 133 Horizontal or Project Accounting 136 Organizational Restructuring 138 Career Planning 140 Assessment Instrument for Level 5 141 Questions 141 Explanation of Points for Level 5 142 10 Sustainable Competitive Advantage 145 Introduction 145 Strategic Thrusts 146 The Need for Continuous Improvement 149 Project Management Competitiveness 150 Products versus Solutions 151 Enterprise Project Management 152 Engagement Project Management 153 11 Special Problems with Strategic Planning for Project Management 155 Introduction 155 The Many Faces of Success 156 The Many Faces of Failure 157 Training and Education 161 Cultural Change Management 162 Partnerships 176 The Impact of Risk Control Measures 177 Dependencies between Risks 179 Selecting the Appropriate Response Mechanism 182 Conclusions 184 12 The Project Office 185 Introduction 185 The Project Office: 1950–1990 186 The Project Office: 1990–2000 186 The Project Office: 2000–Present 188 Types of Project Offices 190 Project Management Information Systems 190 Dissemination of Information 195 Mentoring 196 Development of Standards and Templates 197 Project Management Benchmarking 198 Business Case Development 199 Customized Training (Related to Project Management) 200 Managing Stakeholders 201 Continuous Improvement 202 Capacity Planning 202 Risks of Using a Project Office, Reporting and Structure 203 Reporting and Structure 205 13 Six Sigma and the Project Management Office 207 Introduction 207 Traditional versus Nontraditional Six Sigma 208 Understanding Six Sigma 210 Six Sigma Myths 212 Use of Assessments 215 Project Selection 218 Typical PMO Six Sigma Projects 220 14 How to Conduct a Project Management Maturity Assessment 223 Introduction 223 Find Ways to Bypass the Corporate Immune System 223 Explain Why You Are Doing This 224 Pick the Model That Is Best for Your Organization 225 Maturity Models: How Do They Compare? 226 Create the Right Fit 227 Choose an Appropriate Delivery Method 227 Establish Responsibility 231 Decide Who Should Participate 231 Turn the Results into an Action Plan 232 Develop a Remedial Training Curriculum 233 Keep Top Management Informed 234 Virtual Reporting 235 Benchmark Your Results to Others 235 Do It Again 235 15 Understanding Best Practices 237 Introduction 237 What to Do with a Best Practice 238 Critical Questions 239 Levels of Best Practices 240 Common Beliefs 242 The Best Practices Library 243 Case Studies 247 Case 1: Packer Telecom 247 Case 2: Luxor Technologies 249 Case 3: Altex Corporation 253 Case 4: Acme Corporation 256 Case 5: Quantum Telecom 258 Case 6: Lakes Automotive 260 Case 7: Ferris HealthCare, Inc. 261 Case 8: Clark Faucet Company 263 Case 9: Hyten Corporation 266 Case 10: Como Tool and Die (A) 276 Case 11: Como Tool and Die (B) 280 Case 12: Macon Inc. 283 Case 13: The Trophy Project 285 Case 14: The Blue Spider Project 288 Case 15: Corwin Corporation 301 Case 16: MIS Project Management at First National Bank 311 Index 323

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Author Information

HAROLD KERZNER, Ph.D., Senior Executive Director with International Institute of Learning (IIL), is currently Professor of Systems Management at Baldwin-Wallace College in Ohio and President of Project Management Associates, Inc., a consulting and training firm that conducts seminars for leading U.S. and international corporations. He was a recipient of the Distinguished Alumni Award from the University of Illinois and the 1998 Distinguished Service Award from Utah State University, where he taught engineering and business administration, respectively. The Northeast Ohio Chapter of the Project Management Institute has honored Dr. Kerzner by instituting the Kerzner Award for Project Management Excellence.

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