Project Management Process Maturity Model: Level 5

A project management maturity model outlines ways of improving the performance of a project (Hartwig and Smith, 2000). In simple terms, project management maturity models provide ways of obtaining excellent results in project management. The 5 level project management process maturity model provides a framework through which a project can move from one stage to another (Kwak and Ibbs, 2000). Level 5 of the 5 level project management process maturity model entails continuous improvement of project management processes. Therefore, in this level, project managers compile and apply lessons learned in previous and ongoing projects. In addition, project managers seek the necessary credentials to make them better project managers in this level. One of these credentials is the Project Management Professional (PMP) obtained from the Project Management Institute (PMI). This essay explains what must be done to move Honeywell from Level 4 to Level 5 of the 5 level project management process maturity model.

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The 5 level project management process maturity model gives an organization an opportunity to gauge its performance against those of its competitors (Kwak and Ibbs, 2000). Therefore, successful implementation of this model gives an organization a competitive edge over its competitors. This essay presumes that Honeywell is in level 4 of the 5 level project management maturity model. Therefore, Honeywell’s management has the capability to integrate and manage multiple projects. In addition, Honeywell’s management has a clear understanding of the Six Sigma concept. For that reason, deviations in project management processes are at a minimum and all measurements are done to near perfection. However, this level lacks ways of improving projects management processes in a continuous manner. Therefore, Level 5 fills this void by providing ways of continuously improving project management practices and processes (Kwak and Ibbs, 2000). In level 5, each member of the project management team strives to improve his project management skills and the quality of products produced. As a result, a less sophisticated organization becomes project oriented (Kwak and Ibbs, 2000). Furthermore, organizations, in this level, use benchmarks to obtain information which is later analyzed and implemented to improve project management processes. Therefore, a project management team creates and applies lessons learned from earlier and ongoing projects.

Honeywell’s vision is to become the most revered contractor for the National Nuclear Security Administration (Hartwig and Smith, 2000). Honeywell aims at maintaining its reputation as a market leader in this industry. Therefore, Honeywell’s management endeavors to convert ideas into quality products. However, in order to achieve excellence in project management, Honeywell must move from level 4 to level 5 of the 5 level project management process maturity model. To do so, Honeywell’s project managers must continuously improve processes and apply lessons learned. Acquiring credentials from organizations such as the Project Management Institute (PMI) is one of the ways of ensuring that a project manager has the skills to efficiently manage projects at this level. Among the five industry-recognized credentials offered at PMI, Project Management Professional (PMP) is the most important one (pmi.org, 2012).

A project manager with the PMP stands out from other project managers. Therefore, a PMP signifies that its holder has the experience, education and expertise to manage projects (pmi.org, 2012). In addition, it is very difficult to maintain the PMP certification as one has to accrue a certain number of Professional Development Units (PDUs). For that reason, a project manager must invest time, effort and resources in order to acquire the required PDUs. If Honeywell is to continuously improve its project management processes, it must ensure that its project management team has such credentials. Furthermore, Honeywell must sponsor its management team to pursue more certification by attending classes and PMI’s sponsored seminars. This is the only way Honeywell can adapt to the changing needs of project management.

Reviewing and documenting lessons learned is another way through which Honeywell can move from level 4 to level 5. Application of lessons learned is one of the surest ways of improving Honeywell’s future projects. Lessons learned are critical to Honeywell’s success as they help project managers improve future project management processes. Through lessons learned, projects failures and successes are shared among members of a project management team (Nichols, 2012). Accordingly, corrections are done and good practices retained.

Level 5 provides ways of continuously improving project management practices and processes. For that reason, Honeywell must come up with ways of continuously improving its project management processes if it is to move from level 4 to level 5. In addition, Honeywell’s management must adopt ways of developing its project management team’s competence. Obtaining a PMP from PMI is one of the ways that Honeywell can use to ensure that its project managers stand out from its competitors’ project managers. In addition, Honeywell’s management must apply lessons learned in other projects in its current projects. This ensures that previous mistakes are not repeated and projects are continuously improved.

References

Hartwig, L. & Smith, M. (2000). Honeywell FM&T – project management maturity model. Web.

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Kwak, Y. H. & Ibbs, C. W. (2000). Project management process maturity model (PM) 2. Web.

Nichols, R. (2012) Using Brad Egeland’s lessons learned app for project managers. Web.

Pmi.org. (2012). Project management professional (PMP). Web.

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