Preface

Excellence in project management cannot occur, at least not within a reasonable time frame, without some form of strategic planning for project management. Although the principles of strategic planning have been known for several decades, an understanding of their applicability to project management is relatively new. Today, as more companies recognize the benefits that project management can provide to their "bottom line," the need for strategic planning for project management has been identified as a high priority.

This book is broken down into two major parts. The first part, Chapters 1 to 3, discusses the principles of strategic planning and how it relates to project management. The second part, Chapters 4 to 10, details the project management maturity model (PMMM), which will provide organizations with general guidance on how to perform strategic planning for project management. The various levels, or stages of development, for achieving project management maturity, and the accompanying assessment instruments, can be used to validate how far along the maturity curve the organization has progressed. The PMMM has been industry validated. One large company requires that, each month, managers and executives take the assessment instrument exams and then verify that progress toward maturity is taking place from reporting period to reporting period.

Perhaps the major benefit of the PMMM is that the assessment instruments for each level of maturity can be customized for individual companies. This customization opportunity makes Strategic Planning for Project Management Using a Project Management Maturity Model highly desirable as a required or reference text for college and university courses that require the students to perform an individual or group research project. The book should also be useful as a required text for graduate courses on research methods in project management. In addition, the book can be used as an introduction to research methods for project management benchmarking and continuous improvement, as well as providing a brief overview of how to design a project management methodology.

Seminars on strategic planning for project management using this book, as well as other training programs on various project management subjects, are available by contacting Lori Milhaven, Vice President, at the International Institute for Learning, (212) 758-0177, extension 5121. Contact can also be made through the Web site, Iil.com.

Harold Kerzner International Institute for Learning 110 East 59th Street New York, NY 10022-1380

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