Level 1 is the level in which the organization first recognizes the importance of project management. The organization may have a cursory knowledge of project management or simply no knowledge. There are certain characteristics of Level 1, as shown in Figure 5.1: If the organization is using project management at all, the use is sporadic. Both senior management and middle-level management may be providing meaningless or lip-service support to the use of project management. Executive-level support is nonexistent. There may exist small pockets of interest in project management, with most of the interest existing in the project-driven areas of the firm. No attempt is made to recognize the benefits of project management. Managers are worried more about their own empires, power, and authority, and appear threatened by any new approach to management. Decision-making is based on what is in the best interest of the decision-maker, rather than the firm as a whole. There exists no investment or support for project management training and education, for fear that this new knowledge may alter the status quo. In Level 1, project management is recognized, as in all companies, but not fully supported. There is resistance to change, and some companies never get beyond this level. The starting point to overcome the characteristics of Level 1 is a sound, basic knowledge of the principles of project management. Education is the name of the game to complete Level 1. Educational programs on project management cover the principles of project management, advantages (and disadvantages) of project management methodologies, and the basic language of project management. Project management certification training courses are ideal to fulfill organizational needs to reach Level 1 of the project management maturity model (PMMM). Project management and total quality management (TQM) are alike in that both require Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition By Harold Kerzner Copyright 2019 by John Wiley & Sons, Inc. L e v e l 1 : C o m m o n L a n g u a g e 46 an all-employee training program that begins at the senior levels of management. However, the magnitude of the training program and the material covered can vary, based on the type of employees, the skills needed, and the size and nature of the projects within the organization. Executives may require only an overview course of three to six hours, whereas employees who are more actively involved in the day-to-day activities of projects may require week-long training programs. Roadblocks Training programs alone cannot overcome the fears and apprehensions that exist in the management ranks concerning the implementation of project management. Figure 5.2 illustrates the most common roadblocks that prevent an organization from completing Level 1. Figure 5.1 Characteristics of Level 1. Common language Lip service to project management Virtually no executive-level support Small pockets of interest No attempt to recognize the benets of project management Self-interest comes before company , s best interest No investment in project management training and education Figure 5.2 Roadblocks to completion of Level 1. Common language Level 1 Resistance to change Leaving well enough alone Not invented here It does not apply to us We dont need it Basic knowledge Resistance to change is the result of managements belief that the implementation of project management will cause culture shock, where functional managers will have to surrender some or all of their authority to the project managers. As a result, numerous excuses will appear as to why project management is not needed or will not work. Typical comments include: We dont need it. It doesnt apply to our business. Lets leave well enough alone. The implementation of project management does not have to be accompanied by shifts in the power and authority spectrum. However, there may be a shift in the reporting structure, inasmuch as project management is almost always accompanied by Risk 47 multiple-boss reporting. All training programs on project management emphasize multiple- boss reporting. Advancement Criteria Five key actions are required before the organization can advance to Level 2: Arrange for initial training and education in project management. Encourage the training (or hiring) of certified project management professionals (PMP credential holders). Encourage employees to begin communicating in common project management language. Recognize available project management tools. Develop an understanding of the principles of project management: the project management body of knowledge as spelled out in the PMBOK Guide. The last item may prove the most difficult in nonproject-driven organizations where project management is not regarded as a profession. The successful completion of Level 1 usually occurs with a medium degree of difficulty. The time period to complete Level 1 could be measured in months or years, based on such factors as: Type of company (project-driven versus nonproject-driven) Size and nature of the projects Amount of executive support Visibility of executive support Strength of the existing corporate culture Previous experience, if any, with project management Corporate profitability Economic conditions (inflation, recession, etc.) The speed by which training can be accomplished Risk Level 1 carries a medium degree of risk. The organization might very well be resistant to change. Management may be fearful of a shift in the balance of power and authority. Another major problem at Level 1 is when the organization first recognizes the complexities of multiple-boss reporting, which is a necessity for project management. Multiple-boss reporting can affect the wage and salary administration program and how employees are evaluated. PMP and PMBOK are registered marks of the Project Management Institute, Inc. L e v e l 1 : C o m m o n L a n g u a g e 48 Typical factors that cause Level 1 to present a medium level of risk include: Fear of organizational restructuring Fear of changes in roles and responsibilities Fear of changes in priorities Assessment Instrument for Level 1 Completion of Level 1 is based on gaining knowledge of the fundamental principles of project management and its associated terminology. The requirements for completing Level 1 can be fulfilled through a good understanding of the PMBOK Guide prepared by the Project Management Institute (PMI). Testing on the PMBOK Guide is a good indicator of where you stand in relation to Level 1. The testing can be accomplished on an individual basis or by taking the average score from a group of individuals. Following are 80 questions covering the PMBOK Guide and the basic principles of project management. There are five answers for each question. Although some of the answers may appear quite similar, you must select one and only one answer. After you finish question 80, you will be provided with written instructions on how to grade the exercise. Explanation of Points for Level 1 If you received a score of 60 or more points in each of the eight categories, then you have a reasonable knowledge of the basic principles of project management. If you received a score of 60 or more in all but one or two of the categories, its possible that you and your organization still possess all the knowledge you need of basic principles but that one or two of the categories do not apply directly to your circumstances. For example, if most of your projects are internal to your organization, procurement management may not be applicable. Also, for internal projects, companies often do not need the rigorous cost-control systems that would be found in project-driven organizations. Eventually, however, specialized training in these deficient areas will be needed. If your score is less than 60 in any category, a deficiency exists. For scores less than 30 in any category, rigorous training programs on basic principles appear necessary. The organization appears highly immature in project management. A total score on all categories of 600 or more would indicate that the organization appears well positioned to begin work on Level 2 of the PMMM. If your organization as a whole scores less than 600 points, there may exist pockets of project management. Each pocket may be at a different level of knowledge. Project-driven pockets generally possess more project management knowledge than nonproject-driven pockets. This assessment instrument can be used to measure either an individuals knowledge or an organizations knowledge. To assess organizational knowledge accurately, however, care must be taken in determining the proper cross-section of participants to be tested. Opportunities for Customizing Level 1 Level 1 assessment questions can be customized based on the knowledge areas most commonly used in the company. At present, there are 10 knowledge areas in the PMBOK Guide, but only 8 areas were tested on here. Some companies prefer customization to expand on the knowledge areas that are of a greater concern to the firm. For example, the questions related to quality management may be more appropriate to a firm that has manufacturing capability and uses statistical process-control charts. If this is not the case, then the quality management questions could be replaced with questions related to integration management or stakeholder management. Some of the questions could be replaced with questions related to other knowledge areas or even processes that are commonly used by the firm but are not part of the PMBOK Guide. Level 1 is probably the easiest level for customization.

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