Closing the Maturity

Not every project management process needs to be at level 5 maturity, and maybe even none of them need to reach level 5. Also, not every project management process needs to reach the same level of maturity. Setting the maturity goals for your project management processes is more involved than you might have originally thought. Let us take a brief look at some of the factors that need to be considered. While you certainly want to have the best project management processes and practices you can,...

Schedule Variance Trends

The MTC focuses on schedule and schedule variances over time. First let us understand how they are constructed and then give a few examples. Figure 4.3 is a typical MTC. Figure 4.3 shows the forecasted schedule of a single milestone. It may or may not represent a critical path event. One important milestone that the projcct manager may wish to track is the project completion milestone. In any case, the milestone trend chart is laid out on a monthly scale with month nine being the planned date...

PMBOK Knowledge Areas and Maturity Profile

The Project Management Institute (PMI) has published its standard for project management practice in a document entitled A Guide to the Project Management Body of Knowledge 3 . The current standard was published in 2000. PMBOK defines the project management life cycle in terms of five phases, or process groups, to use their terminology. They are initiating processes, planning processes, executing processes, controlling processes, and closing processes. Spread across these five process groups...

Communications Planning

C101 Does the project manager provide status only when requested C201 Is an informal stakeholder analysis developed whereby project stakeholders are identified and provided project summary reports C202 Are project constraints and assumptions defined C203 Does management encourage large and highly visible projects to provide summary reports at periodic intervals through the expected life of the project C204 Is a formal stakeholder analysis conducted and communication requirements defined by...

Schedule Performance Index

The second ratio is the schedule performance index (SPI), which is defined by the ration EV PV. This ratio is a measure of how close the project is to performing work as it was planned to occur. Values of SPI greater than one indicate an ahead-of-schedule situation. Values less than one are indicative of a project that is behind schedule. These values can also be tracked over time to detect any trends that might suggest best practices or potential problems for the project being tracked....

Risk Response Planning

R110 Are risks considered as they arise R111 Do teams seldom determine mitigation strategies or plan for contingencies for future risk events R223 Do projccr teams informally think about their strategy for dealing with future risk events and discuss strategies among themselves R224 Do the strategies include avoiding the risk, mitigating it or accepting it altogether R225 Does the organization have project teams develop a risk management plan that documents the procedures that will be used to...

Kiviatt Charts

A Kiviatt Chart (source unknown) uses a circle to portray multidimensional data. Each dimension is represented by a line segment radiating from the center of the circle and extending out to the outer edge of the circle. The line segments are equally distributed around the circle. Every line segment has the same scale. Low values are at the center of the circle and high values at the outer edge of the circle. I have used Kiviatt Charts to represent as many as 20 dimensions and have not...

PD and PP Maturity Levels for Selected Knowledge Areas

The highest level of interest for process improvement is at the knowledge area level. Individual programs are undertaken for the purpose of improving the maturity level of a single knowledge area from among the nine knowledge areas that define a project management methodology. Several programs can be done concurrently but the risk is high because too much change might be put upon project teams than can be reasonably absorbed. If you exceed the capacity of project teams to accommodate change,...

Process Maturity Matrix

In a seminal paper published in the Harvard Business Review in 1987, Maurice Hardaker and Bryan K. Ward 6 introduced process quality management (PQM). The purpose of the PQM was to give management an organized approach to improving the performance of the business. It would do that by identifying and prioritizing the processes of the business that would have maximum impact on the critical success factors that drive the performance of the business if the processes associated with them were...