{"product_id":"using-the-project-management-maturity-model-isbn-9781119530824","title":"Using the Project Management Maturity Model","description":"\u003cp\u003e\u003cb\u003eThe industry validated Project Management Maturity Model developed by Dr. Harold Kerzner—updated 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\u003eGuide—Sixth 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 it relates to project management, the definition of project management maturity, and the need for customization. The second part details the Project Management Maturity Model (PMMM), which provides organizations with general guidance on how to perform strategic planning for project management. The third part of the book looks at some relatively new concepts in project management such as how assessments can be made to measure the firm’s growth using PM 2.0 and PM 3.0. \u003c\/p\u003e \u003cul\u003e \u003cli\u003eFeatures customizable maturity model assessment tools for organizations of all sizes\u003c\/li\u003e \u003cli\u003eIncludes assessment questions updated to line up with \u003ci\u003ePMBOK® Guide—6th Edition\u003c\/i\u003e\n\u003c\/li\u003e \u003cli\u003eOffers detailed guidance on applying the maturity model for Agile and Scrum\u003c\/li\u003e \u003cli\u003eIncludes PowerPoint decks to aid in teaching the maturity model\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eUsing the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition\u003c\/i\u003e is an ideal book for senior level and middle level corporate managers, project and team managers, engineers, project team members, and business consultants. It also benefits both business and engineering students in courses on advanced project management. \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   \u003cp\u003e\u003cb\u003eHAROLD KERZNER, P\u003csmall\u003eH\u003c\/small\u003eD,\u003c\/b\u003e is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP\u003cb\u003e\u003csup\u003e®\u003c\/sup\u003e\u003c\/b\u003e credential holder or global equivalent each year.    \u003c\/p\u003e\u003cp\u003e\u003cb\u003eThe industry validated Project Management Maturity Model developed by Dr. Harold Kerzner—updated 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\u003cb\u003e\u003csup\u003e®\u003c\/sup\u003e\u003c\/b\u003e \u003ci\u003eGuide—Sixth Edition\u003c\/i\u003e, and detailed guidance for organizations using Agile and Scrum. \u003c\/p\u003e\u003cp\u003eThis\u003ci\u003e Third Edition\u003c\/i\u003e is broken down into three major parts. The first part discusses the principles of strategic planning and how it relates to project management, the definition of project management maturity, and the need for customization. The second part details the Project Management Maturity Model (PMMM), which provides organizations with general guidance on how to perform strategic planning for project management. The third part offers guidance for how these assessments can be made to measure a firm's growth. \u003c\/p\u003e\u003cul\u003e \u003cli\u003eFeatures customizable maturity model assessment tools for organizations of all sizes\u003c\/li\u003e \u003cli\u003eIncludes assessment questions updated to align with \u003ci\u003ePMBOK\u003c\/i\u003e\u003cb\u003e\u003csup\u003e®\u003c\/sup\u003e\u003c\/b\u003e\u003ci\u003e Guide—Sixth Edition\u003c\/i\u003e\n\u003c\/li\u003e \u003cli\u003eOffers detailed guidance on applying the maturity model for Agile and Scrum\u003c\/li\u003e \u003cli\u003eIncludes PowerPoint decks to aid in teaching the maturity model\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eUsing the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition\u003c\/i\u003e is an ideal book for senior level and middle level corporate managers, project and team managers, engineers, project team members, and business consultants. It also benefits business and engineering students in courses on advanced project management.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990443049189,"sku":"NP9781119530824","price":97.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119530824.jpg?v=1761787849","url":"https:\/\/k12savings.com\/products\/using-the-project-management-maturity-model-isbn-9781119530824","provider":"K12savings","version":"1.0","type":"link"}