{"product_id":"using-the-project-management-maturity-model-9781119530824","title":"Using the Project Management Maturity Model","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eThe industry validated Project Management Maturity Model developed by Dr. Harold Kerznerupdated and expanded\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eUsing the Project Management Maturity Model\u003c\/i\u003e offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This \u003ci\u003eThird Edition\u003c\/i\u003e includes maturity metrics, examples of Project Management Maturity Model (PMMM) reports, a new chapter on the characteristics of effective PMMM, assessment questions that align with the \u003ci\u003ePMBOK\u003c\/i\u003e \u003ci\u003eGuideSixth Edition\u003c\/i\u003e, all-new illustrations that define advanced levels of maturity, assessment tools for organizations using traditional PM methods, and detailed guidance for organizations using Agile and Scrum.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eUsing the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition\u003c\/i\u003e is broken down into three major parts. The first part discusses the principles of strategic planning and how i\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003ePreface xi\u003c\/p\u003e \u003cp\u003eIntroduction xiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 The Need for Strategic Planning for Project Management 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003eMisconceptions 1\u003c\/p\u003e \u003cp\u003eProject Management Becomes a Strategic Competency 3\u003c\/p\u003e \u003cp\u003eGeneral Strategic Planning 4\u003c\/p\u003e \u003cp\u003eParticipation by the Project Manager in Strategic Planning 5\u003c\/p\u003e \u003cp\u003eWhat Is Strategic Planning for Project Management? 7\u003c\/p\u003e \u003cp\u003eExecutive Involvement 13\u003c\/p\u003e \u003cp\u003eCritical Success Factors for Strategic Planning 13\u003c\/p\u003e \u003cp\u003eIdentifying Strategic Resources 14\u003c\/p\u003e \u003cp\u003eWhy Does Strategic Planning for Project Management Sometimes Fail? 17\u003c\/p\u003e \u003cp\u003eConcluding Remarks 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 The Need to Plan for Project Management Maturity 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 21\u003c\/p\u003e \u003cp\u003eThe Need for a PMMM 21\u003c\/p\u003e \u003cp\u003eOther Purposes for the PMMM 23\u003c\/p\u003e \u003cp\u003eDefining Project Management Maturity 24\u003c\/p\u003e \u003cp\u003eAdvantages of Using a PMMM 25\u003c\/p\u003e \u003cp\u003eDisadvantages of Using a PMMM 26\u003c\/p\u003e \u003cp\u003eSelecting a PMMM 27\u003c\/p\u003e \u003cp\u003eChanging the Strategic Direction 27\u003c\/p\u003e \u003cp\u003eMaturity and Core Competencies 28\u003c\/p\u003e \u003cp\u003eMaturity and Assessment Timing 28\u003c\/p\u003e \u003cp\u003eThe Importance of Intangible Maturity Metrics 29\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Customizing the PMMM 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Need for PMMM Customization 31\u003c\/p\u003e \u003cp\u003eUnderstanding Customization 31\u003c\/p\u003e \u003cp\u003eIssues with Public-Sector Project Management Maturity 32\u003c\/p\u003e \u003cp\u003eOlympic Games Project Management Maturity 35\u003c\/p\u003e \u003cp\u003eCapturing Olympic Games Lessons Learned 36\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 An Introduction to the Project Management Maturity Model (PMMM) 39\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 39\u003c\/p\u003e \u003cp\u003eThe Foundation for Excellence 40\u003c\/p\u003e \u003cp\u003eOverlap of Levels 41\u003c\/p\u003e \u003cp\u003eRisks 43\u003c\/p\u003e \u003cp\u003eAssessment Instruments 44\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Level 1: Common Language 45\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 45\u003c\/p\u003e \u003cp\u003eRoadblocks 46\u003c\/p\u003e \u003cp\u003eAdvancement Criteria 47\u003c\/p\u003e \u003cp\u003eRisk 47\u003c\/p\u003e \u003cp\u003eAssessment Instrument for Level 1 48\u003c\/p\u003e \u003cp\u003eQuestions 48\u003c\/p\u003e \u003cp\u003eAnswer Key 61\u003c\/p\u003e \u003cp\u003eExplanation of Points for Level 1 63\u003c\/p\u003e \u003cp\u003eOpportunities for Customizing Level 1 63\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Level 2: Common Processes 65\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 65\u003c\/p\u003e \u003cp\u003eLife Cycles for Level 2 66\u003c\/p\u003e \u003cp\u003eRoadblocks 68\u003c\/p\u003e \u003cp\u003eAdvancement Criteria 69\u003c\/p\u003e \u003cp\u003eRisk 69\u003c\/p\u003e \u003cp\u003eOverlapping Levels 70\u003c\/p\u003e \u003cp\u003eAssessment Instrument for Level 2 70\u003c\/p\u003e \u003cp\u003eQuestions 71\u003c\/p\u003e \u003cp\u003eExplanation of Points for Level 2 74\u003c\/p\u003e \u003cp\u003eOpportunities for Customizing Level 2 74\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Level 3: Singular Methodology 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 75\u003c\/p\u003e \u003cp\u003eIntegrated Processes 76\u003c\/p\u003e \u003cp\u003eCulture 78\u003c\/p\u003e \u003cp\u003eManagement Support 79\u003c\/p\u003e \u003cp\u003eInformal Project Management 80\u003c\/p\u003e \u003cp\u003eTraining and Education 80\u003c\/p\u003e \u003cp\u003eBehavioral Excellence 82\u003c\/p\u003e \u003cp\u003eRoadblocks 83\u003c\/p\u003e \u003cp\u003eAdvancement Criteria 83\u003c\/p\u003e \u003cp\u003eRisk 83\u003c\/p\u003e \u003cp\u003eOverlapping Levels 84\u003c\/p\u003e \u003cp\u003eAssessment Instrument for Level 3 84\u003c\/p\u003e \u003cp\u003eQuestions 84\u003c\/p\u003e \u003cp\u003eAnswer Key 92\u003c\/p\u003e \u003cp\u003eExplanation of Points for Level 3 94\u003c\/p\u003e \u003cp\u003eOpportunities for Customizing Level 3 95\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Level 4: Benchmarking 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 97\u003c\/p\u003e \u003cp\u003eCharacteristics 98\u003c\/p\u003e \u003cp\u003eThe Project Office or Center of Excellence 99\u003c\/p\u003e \u003cp\u003eBenchmarking Opportunities 100\u003c\/p\u003e \u003cp\u003eRoadblocks 102\u003c\/p\u003e \u003cp\u003eAdvancement Criteria 103\u003c\/p\u003e \u003cp\u003eAssessment Instrument for Level 4 103\u003c\/p\u003e \u003cp\u003eQuestions 103\u003c\/p\u003e \u003cp\u003eExplanation of Points for Level 4 106\u003c\/p\u003e \u003cp\u003eOpportunities for Customizing Level 4 107\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Level 5: Continuous Improvement 109\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCharacteristics 109\u003c\/p\u003e \u003cp\u003eContinuous Improvement Areas 110\u003c\/p\u003e \u003cp\u003eThe Never-Ending Cycle 112\u003c\/p\u003e \u003cp\u003eExamples of Continuous Improvement 113\u003c\/p\u003e \u003cp\u003eDeveloping Effective Procedural Documentation 113\u003c\/p\u003e \u003cp\u003eProject Management Methodologies 119\u003c\/p\u003e \u003cp\u003eContinuous Improvement 120\u003c\/p\u003e \u003cp\u003eCapacity Planning 121\u003c\/p\u003e \u003cp\u003eCompetency Models 122\u003c\/p\u003e \u003cp\u003eManaging Multiple Projects 124\u003c\/p\u003e \u003cp\u003eEnd-of-Phase Review Meetings 125\u003c\/p\u003e \u003cp\u003eStrategic Selection of Projects 126\u003c\/p\u003e \u003cp\u003ePortfolio Selection of Projects 129\u003c\/p\u003e \u003cp\u003eHorizontal or Project Accounting 131\u003c\/p\u003e \u003cp\u003eOrganizational Restructuring 133\u003c\/p\u003e \u003cp\u003eCareer Planning 134\u003c\/p\u003e \u003cp\u003eAssessment Instrument for Level 5 135\u003c\/p\u003e \u003cp\u003eQuestions 135\u003c\/p\u003e \u003cp\u003eExplanation of Points for Level 5 137\u003c\/p\u003e \u003cp\u003eOpportunities for Customizing Level 5 137\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Sustainable Competitive Advantage 139\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 139\u003c\/p\u003e \u003cp\u003eStrategic Thrusts 140\u003c\/p\u003e \u003cp\u003eThe Need for Continuous Improvement 143\u003c\/p\u003e \u003cp\u003eProject Management Competitiveness 143\u003c\/p\u003e \u003cp\u003eProducts versus Solutions 144\u003c\/p\u003e \u003cp\u003eEnterprise Project Management 145\u003c\/p\u003e \u003cp\u003eEngagement Project Management 146\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Advanced Project Management Maturity Assessments 147\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: Changing Times 147\u003c\/p\u003e \u003cp\u003eRedefining Maturity from PM 1.0 to PM 2.0\/3.0 147\u003c\/p\u003e \u003cp\u003eSome Critical Issues with PM 1.0 149\u003c\/p\u003e \u003cp\u003eThe Need for PM 2.0 150\u003c\/p\u003e \u003cp\u003eThe Need for PM 3.0 153\u003c\/p\u003e \u003cp\u003eCriticisms of PM 2.0 and PM 3.0 154\u003c\/p\u003e \u003cp\u003eImplementing Continuous Improvement Changes 155\u003c\/p\u003e \u003cp\u003eHow to Update the Assessment Instruments 157\u003c\/p\u003e \u003cp\u003eChanging Definitions for PM 2.0 and PM 3.0 158\u003c\/p\u003e \u003cp\u003eAssessing Maturity for PM 2.0 and PM 3.0 159\u003c\/p\u003e \u003cp\u003eStatements 159\u003c\/p\u003e \u003cp\u003eMeasuring Intangible Benefits and Value 164\u003c\/p\u003e \u003cp\u003eCustomizing PM 2.0 and PM 3.0 Assessments 165\u003c\/p\u003e \u003cp\u003ePMMM and the Agile Environment 171\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 How to Conduct a Project Management Maturity Assessment 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 173\u003c\/p\u003e \u003cp\u003eFind Ways to Bypass the Corporate Immune System 173\u003c\/p\u003e \u003cp\u003eExplain Why You Are Doing This 174\u003c\/p\u003e \u003cp\u003ePick the Model that Is Best for Your Organization 175\u003c\/p\u003e \u003cp\u003eMaturity Models: How Do They Compare? 176\u003c\/p\u003e \u003cp\u003eCreate the Right Fit 176\u003c\/p\u003e \u003cp\u003eChoose an Appropriate Delivery Method 177\u003c\/p\u003e \u003cp\u003eEstablish Responsibility 180\u003c\/p\u003e \u003cp\u003eDecide Who Should Participate 181\u003c\/p\u003e \u003cp\u003eTurn the Results into an Action Plan 182\u003c\/p\u003e \u003cp\u003eDevelop a Remedial Training Curriculum 183\u003c\/p\u003e \u003cp\u003eKeep Top Management Informed 183\u003c\/p\u003e \u003cp\u003eVirtual Reporting 184\u003c\/p\u003e \u003cp\u003eBenchmark Your Results to Others 184\u003c\/p\u003e \u003cp\u003eDo It Again 185\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Using the PMMM to Extract Best Practices 187\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 187\u003c\/p\u003e \u003cp\u003eThe Best Practices Process 188\u003c\/p\u003e \u003cp\u003eStep 1: Definition of a Best Practice 189\u003c\/p\u003e \u003cp\u003eStep 2: Seeking Out Best Practices 190\u003c\/p\u003e \u003cp\u003eStep 3: Validating the Best Practice 191\u003c\/p\u003e \u003cp\u003eStep 4: Levels of Best Practices 192\u003c\/p\u003e \u003cp\u003eStep 5: Management of Best Practices 193\u003c\/p\u003e \u003cp\u003eStep 6: Revalidating Best Practices 194\u003c\/p\u003e \u003cp\u003eStep 7: What to Do with a Best Practice 194\u003c\/p\u003e \u003cp\u003eStep 8: Communicating Best Practices Across the Company 195\u003c\/p\u003e \u003cp\u003eStep 9: Ensuring Usage of the Best Practices 196\u003c\/p\u003e \u003cp\u003eCommon Beliefs 196\u003c\/p\u003e \u003cp\u003eBest Practices Library 197\u003c\/p\u003e \u003cp\u003eBest Practices and the PMMM 199\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Case Studies 201\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase 1: Simone Engineering Company 201\u003c\/p\u003e \u003cp\u003eCase 2: NorthStar Software Company 202\u003c\/p\u003e \u003cp\u003eCase 3: Colmar Automotive 203\u003c\/p\u003e \u003cp\u003eCase 4: Ferris HealthCare, Inc. 204\u003c\/p\u003e \u003cp\u003eCase 5: Clark Faucet Company 205\u003c\/p\u003e \u003cp\u003eCase 6: Macon, Inc. 207\u003c\/p\u003e \u003cp\u003eCase 7: The Blue Spider Project 209\u003c\/p\u003e \u003cp\u003eCase 8: Corwin Corporation 221\u003c\/p\u003e \u003cp\u003eCase 9: The Trophy Project 230\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix The Kerzner Project Management Maturity Model 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eXXXX KPMMM 235\u003c\/p\u003e \u003cp\u003eIntroduction 237\u003c\/p\u003e \u003cp\u003eRespondents by Project Roles and Countries Represented 241\u003c\/p\u003e \u003cp\u003eExecutive Overview of the Assessment Results 242\u003c\/p\u003e \u003cp\u003eLevel 1: Common Language (Max 800) 244\u003c\/p\u003e \u003cp\u003eLevel 2: Common Processes (Max 60) 251\u003c\/p\u003e \u003cp\u003eLevel 3: Singular Methodology (Max 210) 256\u003c\/p\u003e \u003cp\u003eLevel 4: Benchmarking (Max 75) 260\u003c\/p\u003e \u003cp\u003eLevel 5: Continuous Improvement (Max 48) 262\u003c\/p\u003e \u003cp\u003eA Study of Level 1 Performance 263\u003c\/p\u003e \u003cp\u003eA Study of Level 2 Performance 267\u003c\/p\u003e \u003cp\u003eA Study of Level 3 Performance 271\u003c\/p\u003e \u003cp\u003eA Study of Level 4 Performance 275\u003c\/p\u003e \u003cp\u003eA Study of Level 5 Performance 279\u003c\/p\u003e \u003cp\u003eSuggested Actions 283\u003c\/p\u003e \u003cp\u003eIndex 285\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407074402647,"sku":"9781119530824","price":68.36,"currency_code":"GBP","in_stock":false}],"url":"https:\/\/bookcurl.com\/products\/using-the-project-management-maturity-model-9781119530824","provider":"Book Curl","version":"1.0","type":"link"}