PROJECT MANAGEMENT MATURITY MODELS

Project Management Maturity Models

Acknowledgement

I would like to take this chance for thanking my research facilitator, friends & family for support they provided & their belief in me as well as guidance they provided without that I would have never been able to do this research.

DECLARATION

I, (Your name), would like to declare that all contents included in this thesis/dissertation stand for my individual work without any aid, & this thesis/dissertation has not been submitted for any examination at academic as well as professional level previously. It is also representing my very own views & not essentially that are associated with university.

Signed __________________ Date _________________

List of Figures

Fig. 1: Five stages of PMO

Fig. 2 Capability Maturity Model (CMM)

Fig. 3 CMMI Representations- Stage Vs Continuous

Figure 4: Elements of OPM3: Knowledge, Assessment and Improvement

List of Tables

Table 1: Key Project Management Processes

Table 2: Major Organizational Characteristics

Table 3: Characteristics Of The Berkeley (Pm) 2 Model

Table 4: Capability levels and maturity levels

Table 5: Major characteristics of CMMI appraisal classes

Table 6: Major differences between OPM3 online self-assessment and OPM3 Product Suite assessment

Table 7: Comparison of OPM3 and CMMI

Table 8: A comparison of the assessment offerings for OPM3 and CMMI

Chapter 2: Literature Review

This section of the research will cover a literature review on project management offices, their types, activities and functions. The review will also cover some of well-known project management maturity models and hold a comparison between them.

In this Literature review, we try to explore the notion of project management in a holistic context. The main focus of the literature review is on Project Management Offices PMOs and various maturity models to better understand our topic. The review also analyzes many aspects of project management roles and tried to gauge its effect on the field of project management.

Research Propositions

Mature organizations have better project performances

Maturity models are needed in organizations in order to improve their projects, programs and effectiveness of the portfolios.

Maturity models are focused on the current status of projects, programs and portfolio environment. Moreover, they do not provide a clear way to go forward from the current status to the future desired status.

Organizational project management maturity model (OPM3) is only useful when project environments are using PMI standards for projects, programs and portfolios

Organizational project management maturity model (OPM3) can be used in government organizations in Dubai and it fits the culture.

A combination of other maturity models along with Organizational project management maturity model (OPM3) can suit government organization in Dubai more than Organizational project management maturity model (OPM3) alone

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Project Management Offices (PMOs)

Definition

Project Management Offices are defined globally as physical or virtual entities in an organization that deal with activities such as managing, controlling, supporting projects, defining methodologies and frameworks for project management, auditing projects and many other related activities (Dai & Wells 2004, 1)

Project Management Institute defines a PMO as: “An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain." (PMI 2008, 22-45)

PMOs can deal with programs or portfolios along with ...