Documente Academic
Documente Profesional
Documente Cultură
Abstract
Assessments of a companys project management maturity are dependent upon the ability of the assessors to extract
meaningful information from members of the subject companys project management community and intelligently
evaluate that information to draw meaningful conclusions. Typically, the assessors will be outside consultants, hired
for their reputed expertise and experience, with no intimate connection to the subject company or its employees.
While this unbiased contributes to the objectivity of the assessors observations, it poses challenges in acquiring and
validating information.
Interviewing is one of the tools used by assessors to compile the full breadth of information about the subject
company that is needed to complete the maturity assessment. Face-to-face interviewing may be the most significant
tool in the assessors toolbox, as it provides a bridge across the relationship-gap between the assessor and the subject
company employees. To be effective, interviewing requires more effort to prepare, effort to complete, and effort to
evaluate than many of the other tools, but it ultimately provides greater value from the information obtained.
This paper discusses the use of face-to-face interviews to gather information needed to assess a companys level of
project management maturity. It will also compare and contrast interviewing to other information gathering
methods in the assessors toolbox to demonstrate the advantages offered by interviewing. The authors will draw
from their personal experiences to describe effective methods for breaking the ice in an interview, and for arriving
at a focused conversation that can be customized to the background and interests of the interview participant and
still yield meaningful information about the subject company.
While the primary focus of this paper is on interviews within the context of a maturity assessment, much of the
discussion has applicability to other activities of project managers. Gathering information for a normal project
update often requires the project manager to interview project team members. The advantages and difficulties of
face-to-face interviews, and the recommended interview process described herein can be beneficial in that
circumstance as well.
General overview
In general terms, management is the process or personnel responsible to plan, obtain, control, guide, direct, train,
and oversee the use of resources needed to achieve the goals of a business in a timely manner. Project management
is a specific subset of the general process or organization and follows the same basic definition, with the added
proviso that project management is bounded in time and scale.
More and more businesses are recognizing the benefits offered by project management to their organizations. By
segmenting their work into defined and bounded projects, corporate management can bring a focused and dedicated
effort to bear on each task. Success, however, requires that the business not only be broken into projects, but also
that each project is well managed.
Simply put, the benefits derived from project management increase in proportion to how well project management
processes are used. A well-executed project will be completed on time, within its approved budget. A well-
executed project will deliver higher product quality by managing the time to design and test the new product. It will
provide great satisfaction to its team, and it will meet (or exceed) the customers expectations. In today's business
environment, it is critical that each project is run in the most efficient manner possible. For a project-oriented
business, it is equally imperative that all projects are managed consistently, so that the benefits of well-executed
projects extend corporate wide.
Conducting Effective Project Management Maturity Assessment Interviews
S.J. Holmes and R. T. Walsh
Managing projects consistently requires that an organization develop and maintain some standards and
methodologies that are shared across the enterprise and used effectively by all of the project teams it employs.
Increasing the level of sharing and expanding the commonality of project management methodologies across all
projects is the embodiment of organizational maturity.
There are numerous maturity models that have been promulgated throughout the world. Many of these models
follow the pattern of the Software Engineering Institutes Capability Maturity Model (CMM), first described in
1987. A common factor of these models is a five-step progression of the level of maturity in organizational
processes.
Level 1 is the beginning of the progression, generally characterized by a shared recognition of the organizational
process being examined. Moving to Level 2 requires an organization-wide adoption of a common vocabulary and
the identification of standardized processes. Each maturity model describes the organizational characteristics
necessary to achieve each different level, all ending at Level 5, wherein the organization culture has fully embraced
the process, optimized the process in its current state, and seeks to continually improve the process going forward.
Practitioners in the field have developed many maturity models for project management. Integrated Management
Systems Incorporated (IMSI) has examined a number of these candidate models, and from this research, and the
collective experiences of its employees, IMSI has developed its own methodology for assessing the status of project
management within a client organization.
The IMSI assessment model is employed to identify incremental steps to improve how a company manages its
projects and to increase the likelihood of achieving project success. The IMSI assessment model looks at each of
the project management knowledge areas and the enablers, critical elements and processes associated with them. If,
as asserted earlier, the benefits derived from project management increase in proportion to how well project
management processes are used, the intent of the IMSI project management assessment model is to help
organizations better use the project
Figure 1 management processes, elements, and
IMSIs Project Management Assessment Model
enablers. Appendix A contains a tabular
summary of IMSI's assessment model,
Focusing on Continuing segmented by the key knowledge areas. Each
Process Improvement knowledge area is broken into significant sub-
Improvement (5)
elements, and for each sub-element, the model
describes touch-points on the continuum of
PM Processes Portfolio improvement. While the model is
Measured & Management
Controlled (4)
characterized as a stair-step process when
shown graphically, it should more accurately
be portrayed as a series of slopes, up which an
PM Practices Bought In /
Used & Integrated
organization can travel.
Adapted (3)
Project management is, itself, a complex
Implementing Organized & process, which requires more than a cursory
PM Documented sharing of Lessons Learned or simple
Methodologies (2)
declaration of Best Practices, to identify and
institutionalize improvements that will benefit
Need Awareness all future projects. Maturity assessments of
(1) organizational development have been created
and applied to a number of different
companies and industries to help manage the
challenges of technological, economic, and competitive change and to point the way to institutional improvements.
The result of a Project Management Assessment will lead management towards setting goals and prioritizing the
areas that require improvement. It will further provide a baseline by which the organization can track the progress
made towards its goals. It will ultimately help the organization build a culture of Project Management excellence.
Making improvements in project management (which is the natural follow-on to assessing a companys level of
maturity) will have a greater chance of success when the recommendations from the assessors address behaviors that
need repair.
Assessment Tool Assessors Reason for Using Advantages of Using Disadvantages to Using
Review of subject company Gain insight into Identify allies in the Study can be biased to
sponsors requirements activities and results that study. prejudices of the sponsor
led to the desire for a Identify areas of or host company.
maturity assessment. sensitivity to treat
gently.
Review of policy / process / Understand the Policies and processes Documentation may not
procedure manuals directions given by the are the governing reflect real practices of
company relative to principles describing project teams.
project management. how the business and its Existence of documents
projects are supposed to does not guarantee their
be managed. use.
Review typical project Understand the types of Provide a checkpoint of Documents provided
documents documents used, their what is actually used by may showcase superior
purpose, depth and project teams to deliver examples and not be
migration across the the projects. typical.
organization. Sample documents Existence of documents
provide evidence of a does not guarantee their
start point from which use.
change can be
recommended.
Observe project management Observe corporate Gain a sense of respect Meeting(s) attended may
meetings / practices culture as it relates to for project management showcase strongest
project management and project managers. teams and not be typical.
meetings / practices.
Conduct face-to-face Speak directly to a A people-to-people tool Need to establish
interviews spectrum of employees within a people-oriented credibility of assessors.
engaged in project business. Need to secure
management on a day- Reveals actual, as well cooperation of
to-day basis. as intended behaviors. participants.
Provides opportunity to Need to prepare
observe the corporate thoroughly.
culture. Information provided is
Provides opportunity to subjective.
connect with subject Information is not
company business and readily quantifiable.
personnel Information gathered is
not easily shared and
synthesized.
Conduct written survey of Gain an impartial, Able to reach a broad Impersonal
participants anonymous assessment pool of participants. Loses the shades of
of specific Project All participants rate the gray in answers.
Management topics from company on the same Participants may give
a broad spectrum of characteristics. answers that they
employees. Responses are perceive to be right
quantifiable data points. rather than what they
know to be true.
Observe corporate culture Observe Able to gage the Interaction with
communications, morale organizations potential company personnel is
and interactions between to accept change. limited in duration, so
employees. image of culture may be
incomplete.
face-to-face interviews opens a doorway for the assessor to see into the subject company. Even something as simple
as acquiring a list of products manufactured by the subject company, which can be initiated with a search of the
companys web site or customer literature, can be enhanced by the personal contact inherent in the interview.
Letting the companys personnel describe their products will reveal areas of corporate and individual pride and
satisfaction, as well as provide significant indicators of which projects are viewed as successful (or not) at the
subject company.
The sponsor for the assessment necessarily must possess sufficient status within his/her own organization to
approve, or be able to solicit approval for the funding needed to conduct the assessment study. This status can be
leveraged to convey the credentials of the assessment team to the host organization. The assessors must be
introduced to the project management community in terms that readily establish the expertise and experience of the
assessment team with this type of work. This also implies that the assessment team must be comprised of, or, at the
least, be led by experienced, senior project managers, whose personal credentials will inspire confidence in the
interview participants.
Here again, the status of the assessment sponsor can be of great help in overcoming the reluctance of the interview
participants. The sponsors introduction of the assessment team can be used to share the rationale for the study and
remove much of the apprehension that could surround it.
The assessment team can help prepare for the interviews by constructing an easy-to-use interview form that guides
them through the different areas, and offers reminders of key phrases to listen for. By creating the form, the team
members will increase their familiarity with it, and find it more beneficial as a guide. Additionally, by constructing
their own form, the assessment team members will afford themselves the opportunity to reacquaint themselves with
the details of the assessment model. Appendix B contains a sample set of interview forms developed by the authors
based upon their interviewing experiences.
Extracting and analyzing the data from a number of interviews is carried out largely within the brain of the assessor,
without the guidance of any fixed or fully defined algorithm. The assessor will rely, to a large degree, upon feel,
which demands that the assessor have a broad foundation upon which to build. Years of experience in project
management situations similar to those faced by the interview participants at the host company, coupled with an in-
depth familiarity of the individual elements of the maturity model is essential to permit the assessor to make an
honest assessment.
All divisions of the corporate structure should be represented, including functional and supporting departments. In
selecting the interview sample, the assessor should consider the population density of the host companys divisions,
revenue generated by the divisions, project count or cost, or several other attributes.
The total number of interviews to be conducted must be limited to a number that is appropriate for the size of the
host company; it's organizational structure and the time period in which the study is required. These factors also
drive the composition and size of the assessment team.
A sample demographic breakdown of a planned mix of interview participants is shown in Figure 3, based upon two
different selection criteria.
Figure 3
Sample Demographic Breakdown of Interview Candidates
Corporate
Total Division A Division B Division C Division D Departments
Active Projects (#) 292 9 109 14 160
Active Projects (%) 100% 3% 37% 5% 55%
Intereviews Planned (%) 100% 11% 44% 11% 23% 11%
Division C
11%
Project Managers
Division B
38%
44%
The social aspects of the interview relate more to the communication of the meeting, it's purpose, flow and desired
outcome. It is important that the host company sponsor play a role in communicating the study initiative to the
interview participants and his or her expectations of them. In particular, the company sponsor must clearly state that
the interview will be private and confidential between the assessors and the participant, that the participant should
feel free to be honest and provide an objective input to the assessors, and that the purpose of the study is to lead to
areas where the corporation can improve.
The assessor also has a role to play in the social aspect of the pre-interview phase. The assessor who will conduct
the interview should contact the participant prior to the meeting to confirm the logistics of the interview. If there
will be more than one assessor conducting the interview, they must determine and agree upon the roles each will
take. Lastly, the assessor needs to know as much about the person that they are to talk with as possible, including, at
a minimum, their organization and role within it.
The intellectual requirements prior to the interview require the assessor be adequately informed about topics specific
to the host company, that they have completed a review of the organizations policies, processes and procedure
manuals, and typical project documents, and that they have begun to understand the corporate culture. If the
interview participant submitted a survey response, the assessors should be familiar with its contents.
The Interview
and the roles of both themselves and the assessor. The credentials of the assessor and the assessors role in the
initiative need to be established. The interviewer should express his or her respect for the participant and their
professional standing to devote their time to the initiative.
Asking the interview participant to describe his/her own job can be an effective icebreaker. Most people will be less
ill at ease when describing something with which they are very familiar. This question will not only make the
participant feel more at ease, it will also be beneficial to indicate the preferred, free-flowing nature of the interview.
Having the interview participant describe their project will help the assessor to find a personal link with the
participant (i.e. a similar project from the assessors past) that will help the participant feel comfortable to share their
viewpoint.
It is necessary to allow the interview to be influenced by the personality of the assessor and adjusted based on the
body language and perceived reception by the participant.
Any personal insight to the participant's function, department, and project or from their responses to the written
survey can be used as an indicator of a knowledge area to be focused on.
It is important to remember that there is no need to address everything with each participant. If the demographics
and quantity of the interview pool have been established correctly, the sample size will allow complete coverage of
all topics. Individual interviews can be focused on specific areas of interest, and, as a result, held in a shorter time
period.
To close out each interview, one or two simple questions, used commonly for all interviews, should be asked. These
questions need not be too specific, and answers should be encouraged on a general scale. The answers provide data
points for further analysis, and often suggest potential areas to be more fully investigated in later phases of the
assessment.
Post-Interview requirements
It is essential to document the outcomes of the interviews as close to their termination as possible. As the skill of the
assessor improves, it will be possible to use a well-designed interview form during the interview to capture the key
responses of the participants. Initially however, time must be allocated during the interview phase for interview
form completion.
The assessor should validate completeness and accuracy of the data from his or her interviews after entry to the data
table. Conflicting input from two assessors in the same interview is acceptable, but should be discussed by the
assessors, particularly in cases of extreme separation.
Data should be compiled in a manner that will allow analysis in specific areas including by organization or
knowledge area.
The synthesis of the information is a process that requires the individual assessors to subjectively analyze the
comments they heard and recorded during the interviews and identify common themes and touch-points along the
maturity continuum. The assessors must then collaborate to yield consistent interpretation of the interview and
confirm that the data gathered is appropriate for further evaluation.
The assessors must collectively review the compiled data, interrogate it for trends and errors, and determine whether
trends identified warrant further analysis.
Conclusions
The use of face-to-face interviews in Project Management Maturity Assessments has proven to contribute most and
convey the project management actualities within any host organization. If executed correctly, the face-to-face
interview will yield most insight into the host organization's current maturity and point to pockets of excellence as
well as areas requiring correction. Although it is not recommended that an assessment be conducted using only
face-to-face interviews, it is strongly recommended that a face-to-face interview always be included in an
assessment.
Special acknowledgements
The authors would like to express their appreciation to a number of colleagues who were instrumental in the
development and demonstration of the IMSI Assessment Model. Among these, C.B. Bilimoria and Al Lucido
warrant special mention for the long hours they devoted to IMSIs initial research into project management maturity
and for identifying many of the interview questions used by IMSI assessment teams.
The authors would also like to thank W. E. Skimin for his editorial advice and counsel in the preparation of this
paper.
References
Crawford, J. Kent, 2002, Project Management Maturity Model, New York: Marcel Dekker AG.
Crawford, J. Kent and Pennypacker, James S., 2000, The Value of Project Management: Why Every 21st Century
Company Must Have an Effective Project Management Culture, Proceedings of the Project Management Institute
Annual Seminars & Symposium, Newton Square, PA: Project Management Institute.
Fincher, Anita, 1997, Project Management Maturity Model, Project Management Institute 28th Annual Seminars &
Symposium, Newton Square, PA: Project Management Institute.
Hillson, David, 2001, Benchmarking Organizational Project Management Maturity, Proceedings of the Project
Management Institute Annual Seminars & Symposium, Newton Square, PA: Project Management Institute.
Kerzner, Harold, 2001, Strategic Planning For Project Management Using A Project Management Maturity Model,
New York: John Wiley & Sons, Inc.
Martin, Paula and Tate, Karen, 1997, Project Management Memory JoggerTM, Methuen, MA, Goal/QPC.
Pennypacker, James S., 2002, Benchmarking Project Management Maturity: Moving to Higher Levels of
Performance, Proceedings of the Project Management Institute Annual Seminars & Symposium, Newton Square,
PA: Project Management Institute.
Project Management Institute, 2003, Organizational Project Management Maturity Model, Newton Square, PA:
Project Management Institute
Rosenstock, Christian, Johnston, Robert S., and Anderson, Larry M., 2000, Maturity Model Implementation and
Use: A Case Study, Proceedings of the Project Management Institute Annual Seminars & Symposium, Newton
Square, PA: Project Management Institute.
Skimin, William, 1998, Where Are We in Trouble? Providing Information for Better Project Decisions,
Proceedings of the 29th Annual Project Management Institute 1998 Seminars & Symposium, Newton Square, PA:
Project Management Institute.
Voivedich, Ben and Jones, Milt, 2001, Developing and Applying A Project Management Capability Maturity
Model, Proceedings of the Project Management Institute Annual Seminars & Symposium, Newton Square, PA:
Project Management Institute.
White, Karen R. J., Yosua, Davis, et al., 2001, Describing Project Management Maturity, A PM Solutions White
Paper, Havertown, PA: PM Solutions.
Appendix A:
IMSI Project Management Assessment Model
Excel file; insert in PDF version
IMSI
1 2 3 4 5
NEEDS ORGANIZED & BOUGHT IN / PORTFOLIO IMPROVEMENT
AWARENESS DOCUMENTED INTEGRATED
Definition Ad Hoc, No Formal PM Implementing a PM PM Practices used and PM Processes measured and Focusing on Process
Process Methodology adapted controlled Improvement
Scope
Ensure that the project includes all the General statement of business Basic scope management Full project management Project management Effectiveness and efficiency
work required, and only the work requirements. Little/no scope process in place. Scope process documented and processes used on all projects. metrics drive project scope
required, to complete the project management or management techniques utilized by most projects. Projects managed and decisions by appropriate levels
successfully. documentation. Management regularly applied on larger, Stakeholders actively evaluated in light of other of management. Focus on high
aware of key milestones only. more visible projects. participating in scope projects. utilization of value.
decisions.
Scope Definition Statement only (ad-hoc) Charter mandated by Assumptions and constraints Inter project dependencies Process improvements
organizational management documented included and monitored
Requirements Definition General statement of Business requirements are Business requirements are All requirements are fully All requirements are tracked
(Business & Technical) business requirements developed following enhanced and/or developed documented by project team. Full change control is used to
Technical requirements are consultation with prime with cross functional team Cross functional and portfolio capture the impact of
documented stakeholders participation implications are reviewed and requirement changes
Technical requirements are Technical requirements are understood. Requirement changes are
quantified gathered and quantified using evaluated for applicability to
standard forms other programs and are
Standard processes are used captured as lessons learned
for defining all requirements
Deliverables Identification Major deliverables for each The documentation of major All deliverables are enhanced A corporate wide Deviation from the corporate
project are documented deliverables includes and/or developed with cross classification system is used to wide classification system for
management / customer functional team participation capture deliverables, in-line any deliverable is captured and
involvement with corporate WBS evaluated for inclusion in the
All cross-functional (internal) corporate system
deliverables are documented
A classification system is
used to capture deliverables, in-
line with project WBS
WBS A local WBS is used at the A project specific WBS is A standard WBS is used by A corporate wide Process improvement and
discretion of the Project used on high visibility projects common business entities for classification system is used to lessons learned.
Manager The WBS is consistent for all projects capture deliverables, in-line
A WBS may be generated by summary activities The WBS is consistent for all with corporate WBS
a network processing package Deliverables are associated activities The WBS is used as the
with the WBS Deliverables are identified reference system for change
using the WBS control
The WBS is used as a
reference, integrating the other
project management
knowledge areas
Scope Change Control Change control may be used A change control process is A change control process is Change control is integrated Process improvement and
by the Project Manager but identified and used on high implemented on all projects across knowledge areas lessons learned.
would only be applied in crisis visibility projects Performance measurement
situations techniques are standardized
and applied
Conducting Effective Project Management Maturity Assessment Interviews
IMSI PM Maturity Assessment Sheet: Scope Page 1 of 8 Appendix A
IMSI
1 2 3 4 5
NEEDS ORGANIZED & BOUGHT IN / PORTFOLIO IMPROVEMENT
AWARENESS DOCUMENTED INTEGRATED
Definition Ad Hoc, No Formal PM Implementing a PM PM Practices used and PM Processes measured and Focusing on Process
Process Methodology adapted controlled Improvement
Time
Develop the project schedule, manage to No established planning or Basic processes exist but not Time management processes Time management utilizes Improvement procedures
that schedule, and ensure the project scheduling standards. Lack of required for planning and documented and utilized by historical data to forecast utilized for time management
completes within the approved documentation makes it scheduling. Standard most projects. Organization future performance. processes. Lessons learned
timeframe. difficult to achieve repeatable scheduling approaches utilized wide integration includes inter- Management decisions based are examined and used to
project success. for large, visible projects. project dependencies. on efficiency and effectiveness improve documented
metrics. processes.
Schedule Development (including Most projects follow a High visibility projects have WBS used as basis for Regularly monitored and used Improvement procedures
activity definition and sequencing) process template for high level schedules developed detailed schedule for management decisions utilized for time management
tasks or milestones only Major dependencies between All projects have a schedule Aligned with strategic processes
No dependancies are functional departments i.e. Templates developed company objectives Lessons learned are
established Engineering to Manufacturing Dependancies include all examined and used to improve
Not all projects have Schedules are baselined functional departments documented processes
documented schedules A standard software package
(e.g. MS Project) is
recommended and made
available by the corporation
Schedule Control Project Manager revises Baselining is used early in Trend charts are created for Trend charts include Improvement procedures
schedule as required process; original vs. actual plannned vs. actual additional data such as earned utilized for time management
Baselining not utilized task status is updated on a performance of major tasks value processes
predetermined frequency, no such as designs completed Lessons learned are
less than bi-weekly. and designs released, etc. examined and used to improve
documented processes.
Schedule Integration Only Engineeering tasks are Engineeering and Schedules are reviewed and Management Portfolio and Improvement procedures
included Manufacturing tasks are approved by all members of Business Unit strategic utilized for time management
included the project team, suppliers,and decisions are based on processes Lessons learned
Resource entries for customers efficiency and effectiveness are examined and used to
manpower and cost are not Integrated and include metrics. improve documented
included manpower and cost. processes.
1 2 3 4 5
NEEDS ORGANIZED & BOUGHT IN / PORTFOLIO IMPROVEMENT
AWARENESS DOCUMENTED INTEGRATED
Definition Ad Hoc, No Formal PM Implementing a PM PM Practices used and PM Processes measured and Focusing on Process
Process Methodology adapted controlled Improvement
Cost
Determine the total costs of the project, No established practices or Processes exist for cost Cost processes are Cost planning and tracking Lessons learned improve
manage to those costs, and ensure the standards. Cost process estimating, reporting, and organizational standard and integrated with Project Office, documented processes.
project completes within the approved documentation is ad hoc and performance measurement. utilized by most projects. Costs financial, and human resources Management actively uses
budget. individual project teams follow Cost management processes are fully integrated into project systems. Standards tied to efficiency and effectiveness
informal practices are used for large, visible office resource library. corporate processes metrics for decision-making.
projects.
Project Cost Definition (Estimating & Cost estimates rely upon Cost estimates rely upon Cost estimates rely upon Cost estimates reflect prior Process improvement and
Budgeting) "rules-of-thumb" or ad-hoc historical data, accumulated by historical data, accumulated for project performance, actual lessons learned.
material take-offs. individuals or local business entire enterprise. amount vs. estimate.
Accuracy of cost estimates unit. Documented process exists Cost estimates reflect prior
dependent upon experience of Accuracy of cost estimates for updating cost estimating project performance, actual
local "expert". dependent upon feedback from database with project actuals. timeline vs. baseline.
Project costs aggregated for prior projects. Project budget time-phased in Project budget adjusted
individual project elements. Project costs distributed into accordance with project (buffered) in accordance with
Project budget equals total time-phased project budget. schedule. risk mitigation plan.
amount. Project budget is base-lined.
Resource Planning Resource teams formed on Resource planning process Resource planning process Resource planning process Process improvement and
an ad-hoc basis. documented to match project fully implemented in local fully implemented for entire lessons learned.
Resources assignments try to requirements to skill sets. business unit. enterprise.
find best possible match Resource planning process Resource assignments tied to Resource training tied to
between needs and available documented to match project training and prior experience. project assignments.
resources. requirements to schedule. Resource leveling across Resource leveling /
Project schedule revised to Resource leveling projects accomplished within prioritization accomplished
match available resources. accomplished within bounds of local business unit. across entire enterprise.
the project team.
Performance Measurement Project commitments tracked Project commitments and Project commitments & Performance to baseline used Process improvement and
in aggregate. expenditures compared to expenditures tracked against for forecasts of future projects. lessons learned.
Project expenditures tracked project budget. progress plan, using earned
in aggregate. Documented process / value measurements or similar
Individual reports compiled system used to track metrics.
and presented as needed. commitments and expenditures Performance to baseline used
for all projects. for forecasts of future periods.
Common report formats and
frequency defined.
Cost Control Individual reports compiled Cost control process Formal project change control Fully integrated system. Process improvement and
and presented as needed. developed. Basic cost metrics process utilized. Project budget adjusted lessons learned.
used. Scope, Cost & Schedule (buffered) in accordance with
Baselines established inline reports integrated. risk mitigation plan.
with project schedule. Forecasts adjusted to reflect Project team rewarded for
Project commitments and project actuals. positive cost control
expenditures compared to performance.
project budget.
1 2 3 4 5
NEEDS ORGANIZED & BOUGHT IN / PORTFOLIO IMPROVEMENT
AWARENESS DOCUMENTED INTEGRATED
Definition Ad Hoc, No Formal PM Implementing a PM PM Practices used and PM Processes measured and Focusing on Process
Process Methodology adapted controlled Improvement
Quality
Ensure the project satisfies all the needs No established project quality Basic organizational project Quality process is well All projects required to use The quality process includes
for which it was undertaken, and includes practices or standards. quality policy has been documented and an quality planning standard guidelines for feeding
a focus on quality management from the Management is considering adopted. Management organizational standard. processes. The Project Office improvements back into the
perspective of product, processes, and how they should define encourages quality policy Management involved in coordinates quality standards process. Metrics are key to
the people needed to make quality an quality. application on large, visible quality oversight for most and assurance. product quality decisions.
effective and efficient aspect of projects. projects.
successful project completion.
Quality Planning No corporate standard QA processes established Formal Quality Plan with Quality Office established and Process improvement and
established and recognized by most of the templates used involved on all projects lessons learned
organization Resources identified with
specific Quality responsibilities
Quality Assurance No corporate standard Basic approach established Proactive approach taken Used on all projects Process improvement and
established Teams develop their own using the standard tools and lessons learned
Some team standards procedures and checklists as techniques
established as needed needed
Quality Control No standard process in place Deliverable Templates and Performance standards Standards in place and used QC results examined
Driven by team members guidelines available for product identified and measured. throughout process
without procedures testing Process improvement and
lessons learned
1 2 3 4 5
NEEDS ORGANIZED & BOUGHT IN / PORTFOLIO IMPROVEMENT
AWARENESS DOCUMENTED INTEGRATED
Definition Ad Hoc, No Formal PM Implementing a PM PM Practices used and PM Processes measured and Focusing on Process
Process Methodology adapted controlled Improvement
Risk
Identify, analyze, respond, and control No established practices or Processes are documented Risk management processes Management is actively Improvement processes are
risk factors throughout the life of a standards in place. and utilized for large projects. are utilized for most projects. engaged in organization-wide utilized to ensure projects are
project. Documentation is minimal and Management consistently Metrics are used to support risk management. Risk continually measured and
results are not shared. Risk involved with risks on large, risk decisions at the project systems are fully integrated managed against value-based
response is reactive. visible projects. and the program levels. with time, cost, and resource performance metrics.
systems.
Risk Identification and Quantification No established practices or Processes are documented Risk management processes Cross project risks fully Improvement processes are
standards in place and utilized for large projects are utilized for most projects integrated with Cost, Time, utilized to ensure projects are
Risk response is reactive or Management consistently Metrics are used to support Finance, Accounting and continually measured and
sporatic based on crisis involved with risks on large, risk decisions at the project strategic objectives managed against value-based
visible projects and the program levels performance metrics
Low Medium High ratings More complex rating systems
used are used i.e. Probability factors
Risk Response Development and No strategy or planning for Risk documentation is not Contingency plans and Historical database expanded Systemic Risk items are
Documentation future risk events centralized mitigation strategies are to include cross program risks identified, documented and
Documentation is minimal develope for each risk item cateloged with lessons learned
and results are not shared Risk documentation is
centralized and accessable to
the organization
1 2 3 4 5
NEEDS ORGANIZED & BOUGHT IN / PORTFOLIO IMPROVEMENT
AWARENESS DOCUMENTED INTEGRATED
Definition Ad Hoc, No Formal PM Implementing a PM PM Practices used and PM Processes measured and Focusing on Process
Process Methodology adapted controlled Improvement
HR
Identify the requisite skill sets required No repeatable process applied Repeatable process in place Most projects follow Resource forecasts used for Process engages teams to
for specific project activities, to identify to planning and staffing that defines how to plan and established resource project planning and document project lessons
individuals who have those skill sets, and projects. Project teams are ad manage the human resources. management process. prioritization. Project team learned. Improvements are
to assign roles and responsibilities for the hoc. Human resource time and Resource tracking for highly Professional development performance measured and incorporated into human
project, managing and ensuring high cost is not measured. visible projects only. program establishes project integrated with career resources management
productivity of those resources, and management career path. development. process.
forecasting future resource needs.
Organizational Planning Ad-hoc means to assign Project Manager defines skill Resource availability and Organizational planning Process improvement and
personnel and assignments to requirements and creates competence analyzed. process fully implemented for lessons learned.
projects responsibility matrix and org Roles and Responsibilities entire enterprise. Performance metrics used for
Project schedule revised to charts defined for all project Resource HR
match available resources. Organizational planning personnel leveling/prioritization
process documented to match Organizational planning accomplished across entire
project requirements to skill process fully implemented in enterprise.
sets. local business unit.
Organizational planning
process documented to match
project requirements to
schedule.
Staff Acquisition Ad-hoc, driven by department Planning of required staffing. Resource pool management Skills database used. Enterprise resource
management Team members identified and and prioritization Resource training tied to forecasting.
Staff selections try to find reserved ahead of time Resources selected based on project assignments. Lessons learned
best possible match between Resource leveling training and prior experience.
needs and available resources. accomplished within bounds of Resource leveling across
the project team. projects accomplished within
local business unit.
Team Development Project teams formed on an Team engaged in scope and Team co-located. Technical training needs Organization values its
ad-hoc basis. planning development. Team trained in conflict identified and proactively met. people and does all it can to
Teamwork dependent on Team meetings held management techniques. ensure project success.
willingness and personalities of frequently and effectively.
team members. Teamwork actively
Team meetings occasionally. encouraged and supported
with company-sanctioned team
building exercises..
Project Manager inputs to
team member performance
evaluations
Professional Development Project Managers assigned Project Manager viewed as Project related careers and Individuals placed in Project Projects tied to organization
based on likelihood of success. and rewarded for being a training requirements Management roles only when success.
No Project Management leader. recognized. there is a match between skills Financial rewards tied to
career path. and requirements. project success.
Conducting Effective Project Management Maturity Assessment Interviews
IMSI PM Maturity Assessment Sheet: HR Page 6 of 8 Appendix A
IMSI
1 2 3 4 5
NEEDS ORGANIZED & BOUGHT IN / PORTFOLIO IMPROVEMENT
AWARENESS DOCUMENTED INTEGRATED
Definition Ad Hoc, No Formal PM Implementing a PM PM Practices used and PM Processes measured and Focusing on Process
Process Methodology adapted controlled Improvement
Communications
Manage the project data process from There is an ad hoc Basic process is established. Active involvement by Communications management An improvement process is in
collection to categorization to communications process in Large, highly visible projects management for project plan is required for all projects. place to continuously improve
dissemination to utilization and decision place whereby projects are follow the process and provide performance reviews. Most Communications plans are project communications
making. expected to provide informal progress reporting for triple projects are executing a formal integrated into corporate management. Lessons learned
status to management. constraints. project communications plan. communications structure. are captured and incorporated.
Planning No corporate standards Key project stakeholders Documented Communications Plan Communication planning
developed and broadcast. identified. Communications Plan updated and refined linked to organizational
Individual reports compiled Common format identified for prepared for all projects. throughout project. planning.
and presented as needed. certain standard-topic reports. Process improvement and
Project Manager expected to Periodic summary reports lessons learned.
be able to report status when required on high visibility
required. projects, per Communications
Plan.
Information Distribution Project teams formed on an Basic information retrieval Formal information retrieval Information retrieval and Stakeholders educated and
ad-hoc basis. and distribution process in and distribution via a central distribution available via an able to mine data related to
Information distribution place. system or repository. automated query driven projects.
dependent upon sender- Common report formats and database. Process improvement and
developed list. frequency defined. lessons learned.
Hard copy or electronic files
shared.
Performance Reporting Informal process, only via Status, Progress and Phase Trending and Variance Performance reporting Process improvement and
Project Manager. Completion Reports in place. reporting added. expected for all projects. lessons learned.
Individual reports compiled Common report formats and Project performance reviews Project Lessons Learned
and presented as needed. frequency defined. conducted on a regular basis. compiled and shared across
Customer acceptance Project Lessons Learned entire enterprise.
achieved. compiled and shared within
business unit.
Issue Tracking and Management Ad-hoc issues lists created Issues Management process Issues consistently Cross project issue Process improvement and
when needed. documented and used. addressed in regular full team implications managed. lessons learned.
Issues lists discussed in team Issues descriptions and meetings.
meetings. resolution plans discussed in Issues Management process
team meetings. integrated with Scope Change
Issues resolution plans Control process.
reviewed with business unit
management.
1 2 3 4 5
NEEDS ORGANIZED & BOUGHT IN / PORTFOLIO IMPROVEMENT
AWARENESS DOCUMENTED INTEGRATED
Definition Ad Hoc, No Formal PM Implementing a PM PM Practices used and PM Processes measured and Focusing on Process
Process Methodology adapted controlled Improvement
Procurement
Acquire goods and services in support of No project procurement Basic process documented for Process an organizational Make/buy decisions are made Procurement process reviewed
the project. It also includes activities in process in place. Methods are procurement of goods and standard and used by most with an organizational periodically. On-going process
managing the contract throughout the ad hoc. Contracts managed at services. Procurement process projects. Project team and perspective. Vendor is improvements focus on
period of performance and closing the a final delivery level. mostly utilized by large or purchasing department integrated into the procurement efficiency and
contract upon completion. highly visible projects. integrated in the procurement organizations project effective metrics.
process. management mechanisms.
Procurement Planning Pockets of planning may Use of statement of work for Formal analysis and Make / Buy decisions based Continuous improvement,
occur but are not formalized make or buy decisions recommendation reports used on organizational requirements Lessons learned
Procurement management and made by cross functional Make / Buy decisions include
plan developed team historical data
Just in time procuement
introduced
Requisition No unique process for Procurement department Preferred vendors list used Fully integrated into Continuous improvement,
projects takes lead on requisitioning Different contract types used organizational system preferred vendors leveraged
items per organizational
evaluation criteria
Solicitation / Source Control No process for vendor Quality and timing specified to Vendors to comply with Fully integrated into Vendors evaluated and
contact, evaluation, negotiation vendor project management organizational system feedback to preferred vendor
Vendor submits plans processes and structure list
including detailed plans using
WBS
Contract Management / Closure Vendors / contractors Status plans and change Periodic reporting set Weekly status reports Strategic alliances with
managed to end dates only control implemented Vendor takes lead on integrated into performance preferred vendors consideed
communications reports by Project Manager
Appendix B:
Sample Interview Notes Forms
Excel file; insert in PDF version
Project Management Maturity Assessment As Is Interview Sheet
Knowledge Area Data
SCOPE MANAGEMENT
Ensure that the project includes all the work required, and only the work required, to complete the project successfully.
Requirements Definition
Deliverables Identification
SCOPE MANAGEMENT
Ensure that the project includes all the work required, and only the work required, to complete the project successfully.
TIME MANAGEMENT
Develop the project schedule, manage to that schedule, and ensure the project completes within the approved timeframe.
TIME MANAGEMENT
Develop the project schedule, manage to that schedule, and ensure the project completes within the approved timeframe.
Schedule Integration
COST MANAGEMENT
Determine the total costs of the project, manage to those costs, and ensure the project completes within the approved budget.
Resource Planning
COST MANAGEMENT
Determine the total costs of the project, manage to those costs, and ensure the project completes within the approved budget.
Cost Control
QUALITY MANAGEMENT
Ensure the project satisfies all the needs for which it was undertaken, and includes a focus on quality management from the perspective of product,
processes, and the people needed to make quality an effective and efficient aspect of successful project completion.
Quality Assurance
Quality Control
RISK MANAGEMENT
Identify, analyze, respond, and control risk factors throughout the life of a project.
Staff Acquisition
Professional Development
COMMUNICATIONS MANAGEMENT
Manage the project data process from collection to categorization to dissemination to utilization and decision making.
Information Distribution
Performance Reporting
PROCUREMENT MANAGEMENT
Acquire goods and services in support of the project. It also includes activities in managing the contract throughout the period of performance and closing the
contract upon completion.
Requisition