Summerize the concept below with certain conditions

addressed 3 ideas from the assigned chapters

align the main ideas to the PMMM using their personal experience and/or personal research on a case study.

provide one page of quality content (12 pt font, single spaced, 4-6 paragraphs, 5 sentences per paragraph) with limited grammatical errors.

Defining Project Management Maturity There is no universally accepted definition for project management maturity. This holds true whether the organization is project-driven or non-project-driven. As such, no single PMMM satisfies the needs of all companies. In most companies, executive management establishes the strategic goals and objectives for the firm. These strategic goals and objectives help provide guidance in defining maturity in business terms such as competitiveness, growth in market share, and profitability. Project management is the delivery system for achieving the goals and objectives and is therefore treated as a subset of strategic planning activities. Unfortunately, many organizations do not recognize the importance of continuous improvements in project management and redefining maturity until they either have difficulty achieving their strategic goals and objectives or discover that performance reporting is not giving them accurate or timely information concerning completion dates and costs. Every company has its own definition of maturity. Some definitions that are more closely aligned with business needs may include these: Compliance with project success criteria Completing work within the competing constraints Meeting strategic business goals and objectives Aligning project, program, and portfolio performance to strategic business objectives Effectively managing beneficial changes as part of continuous improvement efforts Maintaining or improving customer and stakeholder satisfaction Improving efficiency and effectiveness in execution Improving the organizations governance structure Improving how the firm competes in the marketplace Project management maturity can be defined in generic terms: Project management maturity is the ongoing process of periodically identifying, measuring, implementing, and reassessing continuous improvement opportunities in the project delivery system and supporting infrastructure such that the organization can improve its ability to meet its strategic goals and objectives If we dissect the definition and look at some of the words closely, we find the following: ongoing process: Project management maturity is not a single point in time. It is a continuous improvement process where there are always opportunities for doing things better. The purpose of the assessment is to identify these opportunities. reassessing: It is necessary to perform reassessments periodically because, once again, maturity is an ongoing process. The time between reassessments is based on the cost of doing the assessments, along with the time needed between assessments to implement the continuous improvement opportunities. project delivery system and supporting infrastructure: Although maturity can be sought out in all aspects of the way the firm conducts its business, the focus of the PMMM is to look mainly at the project delivery system and the necessary governance requirements that flow through the firms infrastructure. meet its strategic goals and objectives: If a company wants to stay in business, it must continuously meet or improve on its strategic goals and objectives. Periodic maturity assessment models can make this happen by identifying organizational strengths and weaknesses, areas for improvement, and ways to correct things that are not being done well; and benchmarking against industry competitors and worldclass companies. PMMMs are assessments against predefined or preselected targets. The targets might be the latest version of the PMBOK Guide, industry standards, or industry or world-class benchmarking studies. Measurements can also be made against a companys definition of maturity. Whatever the measurement target is, the expectations of meeting 100 percent of the target may be unrealistic. For example, some project managers may not need to know the types of contracts or contract management practices because those do not relate to their job now or in the future. Assessing them on this material may create a false impression of the maturity level of the organization. Advantages of Using a PMMM Using PMMMs provides several advantages. They include the following: Identifies the organizations strengths and weaknesses Provides benchmarking information Identifies opportunities for continuous improvements Compares results against project management standards Compares results against industry standards Compares results against world-class standards Recognition that project management is a strategic rather than a tactical asset Allows a company to focus on competitive advantage opportunities rather than just improvements in time, cost, scope, and customer service Allows a company to improve its performance indicators Allows a company to identify metrics that will measure both tangible and intangible asset growth May raise awareness of how improvements in project management can benefit the organization Some people argue that the intent behind using PMMMs is to encourage organizations to manage their projects better. While this is true, it also forces organizations to look at how they manage their programs and portfolios and provide governance and overall business practices. Therefore, there may be no one correct road map for how continuous improvement activities should take place, because the benefits apply to programs and portfolios as well as the project delivery system. Disadvantages of Using a PMMM Not all PMMMs satisfy all the needs of a company. Some of the common disadvantages among the models may include these: Too much focus on process maturity Inability to focus on human resource issues such as management competencies, worker skill levels, capacity planning, and organizational development factors Too much focus on improvements in tangible assets, and little or no consideration of intangible assets Lack of flexibility, and inability to be customized to a given companys needs Inability to determine the impact that technology has on performance measurements and reporting as well as continuous improvement efforts A belief that the PMMM will clearly identify cause-and-effect relationships for continuous improvements A heavy focus on problem identification, and a weak focus on problem solving Assessments targeted for the wrong people in the company, especially those that cannot improve the project management delivery system A belief that the PMMM assessment needs to be performed only once The cost of using the PMMM, which may prevent companies from performing periodic reassessments Models that are highly complex Using a PMMM that is applicable only to project-driven organizations Lack of ability to benchmark against other companies and industries Levels of project management maturity that do not overlap Too many levels of maturity No support for program and portfolio management Too difficult to understand Too much focus on the authors definition of maturity Too much focus on a limited number of business objectives, such as ROI only Selecting a PMMM With more than 30 PMMMs in the marketplace, it may be difficult for a company to select the right fit for the firm. The advantages and disadvantages can vary with the use of each PMMM. Some characteristics that are often used in differentiating between PMMMs include these: The number of maturity levels Whether it is based on a definition of maturity The standards against which it was designed The option to benchmark results against other users of this model The models relationship to strategic planning activities

Its applicability to projects, programs, and portfolio management practices Ability to identify the organizations strengths and weaknesses Ease with which the assessments can be made frequently Cost of performing the assessments Easy of understanding Ability to be customized Changing the Strategic Direction In general, it isnt until the project management delivery system becomes critical because of deficient performance that organizations recognize the need for assessments. The results of an assessment may bring to light that the company is not doing things correctly and that changes are needed to improve competitiveness. As such, there must be an executive-level commitment to use the PMMM and take actions if needed. The need for the assessment may be internally driven for improvements in efficiency and effectiveness, or customer driven. When customers are more mature than contractors, there is a risk that the customer will dictate to the contractor how the project should be managed. Also, as part of competitive bidding, customers may seek out the contractor that appears the most mature in project management and project delivery. When customers are pleased with a contractors level of maturity in project management, they may treat the contractor as a strategic supplier and award the contractor with sole-source contracts.