Process Maturity Matrix

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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 improved.

The heart of PQM is a matrix whose rows are the business processes of an organization and whose columns are the agreed upon critical success factors (CSF) of the organization. In our use of the PQM the rows will be the 39 project management processes. The columns will be the CSFs of the project management methodology. Two additional columns are appended to complete this matrix. The first is a count of the number of CSFs that are related to each of the business processes. For our purposes we call these numbers the correlation factors. They range from 0 to the number of CSFs. The second is an evaluation of the quality of each business process. Hardaker and Ward measure quality as follows: A for excellent, B for good, C for fair, D for bad, and E for embryonic. For our purposes I have modified that column to be the MLP value of the process.

Obviously the PQM is robust; that is, it has wide applications to areas other than business processes and CSFs. For example, I have used it in the health care industry by substituting direct patient care services for business processes and quality performance metrics for CSFs. The analysis is identical even with these changes. For the purposes of this book I have replaced business processes with the 39 project management processes, CSFs with the top 10 reasons why projects succeed as reported by the Standish Group [7], and the evaluation of quality with project management maturity level. The resulting process maturity matrix is shown in Figure 3.11, and the process maturity zone map is shown in Figure 3.12. The maturity level data is from a recent consulting engagement with a large retailer.

As indicated in Figure 3.11 the PQM consists of three parts: a matrix defined by the 39 project management processes and the 10 project CSFs, correlation factors (¿v., i = 1, 39), and maturity level assessments {MLP (PD)0 i = 1, 39).

1, if the attainment of CSF j is dependent upon process i

0, otherwise

The last two columns provide the data that defines another matrix called the zone map. That data is graphically summarized into a matrix called the zone map, as shown in Figure 3.12. Processes whose data points lie towards the northwest part of the zone map are processes that should be considered for any process improvement initiatives because they have a low maturity level and are associated with several CSFs. The zone map gives us a crude tool for prioritizing processes for improvement initiatives. In the example, data processes P21, P14, P23, P28, and P33 would receive immediate attention. As improvement initiatives are completed, one would expect to see these processes move from left to right in an updated zone map. Once some of those improvements are in place, a

Knowledge

PM

CSF1

CSF2

CSF3

CSF4

CSF5

area

process

Integration mgt

Project plan dev.

1

1

1

0

1

Project plan execution

0

1

1

0

1

Int. change cont.

1

1

1

1

1

Scope mgt

Initiation

1

0

1

1

0

Scope planning

0

1

1

1

1

Scope definition

0

1

1

1

1

Scope verification

1

1

1

1

1

Scope change cont

1

1

1

1

1

Time mgt

Activity definition

0

D

1

0

D

Activity sequencing

0

D

1

0

D

Activity duration est.

0

0

1

0

0

Schedule dev.

0

1

1

0

1

Schedule control

1

1

1

0

1

Cost mgt

Resource planning

0

1

1

0

0

Cost estimating

1

0

1

0

0

Cost budgeting

0

D

1

0

D

Cost control

1

D

1

0

1

Quality mgt

Quality planning

0

0

1

0

0

Quality assurance

0

1

1

0

1

Quality control

1

1

1

0

1

HR mgt

Org. planning

1

1

1

0

D

Staff acquisition

1

0

1

0

0

Team development

1

1

1

0

D

Comm. mgt

Comm. planning

1

D

1

0

D

Info. dist.

1

1

1

1

0

Perf. reporting

1

1

1

0

0

Admin, closure

1

D

1

0

D

Risk mgt

Risk mgt planning

0

1

1

0

1

Risk identification

0

0

1

0

0

Qual. risk analysis

0

0

1

0

0

Quant, risk analysis

0

D

1

0

D

Risk resp. planning

0

1

1

0

D

Risk monitoring and cont

1

1

1

0

1

Proc. mgt

Procurement planning

0

D

1

0

D

Solicitation planning

1

D

1

0

D

Solicitation

1

1

1

0

0

Source selection

1

0

1

0

0

Contract admin.

0

D

1

0

D

Contract close-out

0

D

1

0

D

Figure 3.11(a| The process maturity matrix.

CSF6

CSF7

CSF8

CSF9

CS10

0

0

1

1

1

0

0

1

0

0

1

1

1

0

0

0

1

1

1

0

0

1

1

1

1

0

1

1

1

0

0

1

1

1

0

1

1

1

1

0

0

0

1

1

1

0

0

1

1

0

0

1

1

1

0

0

1

1

1

0

0

1

0

1

1

1

1

1

0

0

1

1

0

0

0

1

0

0

0

0

1

0

0

1

0

1

0

1

0

0

1

1

0

1

0

1

0

0

1

1

1

1

1

0

0

1

1

1

1

0

1

1

1

1

0

1

0

0

0

0

1

0

0

0

0

1

0

0

0

0

1

1

0

1

0

1

1

1

0

1

1

1

0

0

0

1

1

0

0

0

1

1

0

0

0

1

1

0

1

0

1

1

0

1

0

1

1

1

0

0

1

1

1

0

0

1

1

1

0

0

1

0

0

0

0

1

1

0

0

0

1

0

0

Ci.

MLP í

PM

process

7

3

Project plan dev.

4

3.33

Project plan execution

8

3

Int. change cont.

6

4

Initiation

8

4

Scope planning

7

3

Scope definition

8

3

Scope verification

9

3.67

Scope change cont.

4

1.82

Activity definition

3

2

Activity sequencing

4

1

Activity duration est.

6

1.59

Schedule dev.

5

2.1

Schedule control

7

1.5

Resource planning

4

1.36

Cost estimating

2

2

Cost budgeting

4

1.22

Cost control

4

1

Quality planning

5

1.14

Quality assurance

6

2.63

Quality control

8

1.11

Org. planning

5

1.22

Staff acquisition

7

1.1

Team development

4

2

Comm. planning

5

3

Info.dist.

4

2.14

Pert, reporting

4

3

Admin, closure

7

1.33

Risk mgt planning

4

1

Risk identification

3

2

Qual. risk analysis

3

2

Quant, risk analysis

4

1.33

Risk resp. planning

7

1.67

Risk monitoring and cont.

5

1.71

Procurement planning

5

1

Solicitation planning

6

1.29

Solicitation

3

2

Source selection

3

1

Contract admin.

2

1

Contract close-out

Zone 1

Zone 2

Zone 3

Zone 1

P08

P21

P03 P07

P05

PI4 P23 P28 P33

P01 P06

P12 P36

P2Q

P04

PI9 P22 P34 P35

P13

P25

PÛ9 P11 P15 P17 PI8 P29 P32

P24 P26

P02 P27

P38

P10 P30 P31 P37

Zone 2

P39

P16

Zone 3

Maturity level

Maturity level

Figure 3.12 The PD maturity zone map.

^prioritization can be done and another round of improvement initiatives undertaken.

If the Box & Whisker Plot report given in Figure 3-7 is used to prioritize knowledge areas for improvement initiatives, the following might happen. The time management knowledge area might be chosen as the highest priority area for improvement. Time management consists of five processes:

1. P09: activity definition;

2. P10: activity sequencing;

3. PI 1: activity duration estimating;

4. P12: schedule development;

5. P13: schedule control.

Note the location of these five processes in the zone map in Figure 3.12. The prioritization of these five processes for improvement might be P12, P09, PI 1, P13, and finally P10. P12, P09, and P10 improvement initiatives will be to complete the definition and documentation of the processes. That will increase the PD maturity levels from 1 to 2. Following that the next set of improvement initiatives will be to raise all five processes PD and PP maturity levels to level 3. In other words, there will be a concerted effort to improve the PP maturity level of the entire time management knowledge area to level 3.

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