1. 1
Selecting the Right Maturity
Model for Project Management

2. 2
Goal and Objectives
 Goal: Achieve Level 2 maturity by year end
 Objectives:
 Assess PM maturity organizationally and individually and define
baseline
 Define organizational and individual areas for improvement
 Develop and implement an action plan to close gaps
 Assess to measure success

3. 3
Lots of Models to Choose From
 Software Engineering Institute (SEI)
Capability Maturity Models (CMM)
• for Software
• for Systems Engineering
• for People Capability
 A Guide to the Project Management
Body of Knowledge (PMBOK)
 AACE International’s Certification
Program
 ICB - IPMA Competency Baseline
 APM BoK Review
 Project Management Assessment and
Certification Program Europe
 Berkeley Project Management Process
Maturity Model
 Kerzner’s Project Management Maturity
Model
 ESI International's
ProjectFRAMEWORK.
 EFQM Excellence
 Malcom Balridge Award
 Hartman's SMART model
 IBM Progress Maturity Model
 Project Management Maturity Model, by
Knapp & Moore Pty Ltd.
 Australian Institute of Project
Management
 Programme Management Maturity
Model
 PM Solutions' Project Management
Maturity Model
 PMI’s Organizational Project
Management Maturity Model (OPM3)
 US Federal Aviation Administration
integrated Capability Maturity Model
 PMA 2000
 Balanced Scorecard
 Integrated Project Systems model
 V-Model
 Innovation Maturity Model
 PRINCE
 Microframe
 SPICE
 Trillium

4. 4
SEI CMM
 Recognized as a standard for IT
industry
 In 2000, the SW-CMM was
upgraded to CMMI® (Capability
Maturity Model Integration).

5. 5
Kerzner Maturity Model
 5 Levels
 Common Language – Individual focus
 Common Processes – Organizational focus
 Common Methodology – Organizational focus
 Benchmarking – Organizational focus
 Continuous Improvement – Individual and Organizational focus

6. 6
Process
Improvement
Level 4
Benchmarking
Process
Control
Level 3
Singular
Methodology
Process
Definition
Level 2
Common
Processes
Basic
Knowledge
Level 1
Common
Language
Level 5
Continuous
Improvement
 Scope/Integration Management
 Time Management
 Cost Management
 Human Resource Management
 Embryonic
 Executive Management Acceptance
 Line Management Acceptance
 Growth
 Maturity
 Integrated Processes
 Culture
 Management Support
 Training and Education
 Informal Project Management
 Behavioral Excellence
 Quantitative Benchmarking
 Qualitative Benchmarking
 Existing Process Improvement
 Integrated Process Improvements
 Behavioral Issues
 Benchmarking
 Managerial Issues
 Procurement Management
 Quality Management
 Risk Management
 Communication Management
Kerzner Project Management
Maturity Model (PMMM)
Similar in appearance to
SEI CMM

7. 7
PMI’S Organizational Project
Management Maturity Model (OPM3)

8. 8
OPM3: Five PM Process Groups
x Three Domains x Four Levels

9. 9
OPM3 – Not Just One Level
•Unlike other maturity models, OPM3
assessment does not indicate that
your organization is at one level of
maturity.
•Every best practice within OPM3 is
mapped to one or more locations
within this three-dimensional model.

10. 10
Select a Maturity Model
The short list:
 SEI Capability Maturity Model
 Kerzner’s Project Management Maturity
Model
 PMI’s Organizational Project Management
Maturity Model (OPM3)