1. Software Engineering Institute (SEI)
1.1. Capability Maturity Model (CMM)
1.1.1. http://www.sei.cmu.edu/cmmi/
1.1.2. The ‘parent’ / ‘grandfather‘ of the majority of maturity models is the Capability Maturity Model (CMM) published by the Software Engineering Institute (SEI) based at Carnegie Mellon University, Pittsburgh, US in 1986.
1.1.3. 5 Levels of maturity
1.1.3.1. Level 1: Initial
1.1.3.1.1. Processes are ad-hoc, chaotic, or actually few processes are defined.
1.1.3.2. Level 2: Repeatable
1.1.3.2.1. Basic processes are established and there is a level of discipline to stick to these processes.
1.1.3.3. Level 3: Defined
1.1.3.3.1. All processes are defined, documented, standardized and integrated into each other.
1.1.3.4. Level 4: Managed
1.1.3.4.1. Processes are measured by collecting detailed data on the processes and their quality.
1.1.3.5. Level 5: Optimising
1.1.3.5.1. Continuous process improvement is adopted and in place by quantitative feedback and from piloting new ideas and technologies.
1.2. Capability Maturity Model Integrated (CMMI)
2. ITSMF
2.1. IT Service Management Capability Maturity Model (ITSM-CMM)
2.1.1. aligned to ITIL®
3. Sun Microsystems
3.1. Information Lifecycle Management (ILM) Maturity Model
3.1.1. 5 Levels of maturity
3.1.1.1. Level 1: Chaotic
3.1.1.2. Level 2: Reactive
3.1.1.3. Level 3: Proactive
3.1.1.4. Level 4: Optimized
3.1.1.5. Level 5: Self-aware
4. Oracle
4.1. Oracle SOA Maturity Model
4.1.1. 6 Levels of maturity
4.1.1.1. Level 0: No SOA
4.1.1.1.1. There is no SOA approach being taken. SOA is not underway.
4.1.1.2. Level 1: Ad Hoc
4.1.1.2.1. Awareness of SOA exists and some groups are embarking on building services. There is no SOA plan being followed.
4.1.1.3. Level 2: Opportunistic
4.1.1.3.1. An approach has been decided upon and is being opportunistically applied. The approach has not been widely accepted nor adopted. It may be informally defined, or if documented, may exist primarily as “shelf ware”.
4.1.1.4. Level 3: Systematic
4.1.1.4.1. The approach has been reviewed and accepted by affected parties. There has been buy-in to the documented approach and the approach is always (or nearly always) followed.
4.1.1.5. Level 4: Managed
4.1.1.5.1. The capability is being measured and quantitatively managed via some type of governance structure. Appropriate metrics are being gathered and reported.
4.1.1.6. Level 5: Optimized
4.1.1.6.1. Metrics are being consistently gathered and are being used to incrementally improve the capability. Assets are proactively maintained to ensure relevancy and correctness.
4.2. Oracle Cloud Computing Maturity Model
4.2.1. 6 Levels of maturity
4.2.1.1. Level 0: None
4.2.1.1.1. There is no Cloud approach being taken. No elements of Cloud are being implemented.
4.2.1.2. Level 1: Ad Hoc
4.2.1.2.1. Awareness of Cloud Computing is established and some groups are beginning to implement elements of Cloud Computing. There is no cohesive Cloud Computing plan being followed.
4.2.1.3. Level 2: Opportunistic
4.2.1.3.1. An approach has been decided upon and is being opportunistically applied. The approach has not been widely accepted and redundant or overlapping approaches exist. It may be informally defined, or if documented, may exist primarily as “shelf ware”.
4.2.1.4. Level 3: Systematic
4.2.1.4.1. The approach has been reviewed and accepted by affected parties. There has been buy-in to the documented approach and the approach is always (or nearly always) followed.
4.2.1.5. Level 4: Managed
4.2.1.5.1. The capability is being measured and quantitatively managed via some type of governance structure. Appropriate metrics are being gathered and reported.
4.2.1.6. Level 5: Optimized
4.2.1.6.1. Metrics are being consistently gathered and are being used to incrementally improve the capability. Assets are proactively maintained to ensure relevancy and correctness. The potential for market mechanisms to be used to leverage inter-cloud operations has been established.
4.3. Oracle Master Data Management (MDM) Maturity Model
4.3.1. 4 Levels of maturity
4.3.1.1. Level 1: Marginal
4.3.1.2. Level 2: Stable
4.3.1.3. Level 3: BestPractice
4.3.1.4. Level 4: Transformational
5. The Open Group
5.1. Open Group Service Integration Maturity Model (OSIMM)
5.1.1. 7 Levels of maturity
5.1.1.1. Level 1: Silo
5.1.1.2. Level 2: Integrated
5.1.1.3. Level 3: Componentized
5.1.1.4. Level 4: Service
5.1.1.5. Level 5: Composite Services
5.1.1.6. Level 6: Virtualized Services
5.1.1.7. Level 7: Dynamically Re-Configurable Services
5.1.2. official website
5.1.2.1. http://www.opengroup.org/soa/source-book/osimmv2/
5.2. Open Information Security Management Maturity Model (O-ISM3)
5.2.1. 5 Levels of maturity
5.2.1.1. Level 1: Initial
5.2.1.2. Level 2: Managed
5.2.1.3. Level 3: Defined
5.2.1.4. Level 4: Controlled
5.2.1.5. Level 5: Optimized
5.2.2. official website
5.2.2.1. http://www.ism3.com/
5.2.3. official publication
5.2.3.1. https://www2.opengroup.org/ogsys/jsp/publications/PublicationDetails.jsp?publicationid=12238
6. Digital Asset Management
6.1. DAM Maturity Model (DAM3)
6.1.1. 5 Levels of maturity
6.1.1.1. Level 1: Ad Hoc
6.1.1.1.1. Exposure to the application of DAM technologies, including managing repositories and workflow systems.
6.1.1.2. Level 2: Incipient
6.1.1.2.1. Casual understanding of DAM technologies, often starting in the form of content management systems and centralised document repositories.
6.1.1.3. Level 3: Formative
6.1.1.3.1. Demonstrated experience with implementation of named DAM systems and core competencies, such as ingestion, cataloging, transformation, transcoding, distribution, etc.
6.1.1.4. Level 4: Operational
6.1.1.4.1. Managing repositories and workflow systems is core to IT with organised knowledge transfer.
6.1.1.5. Level 5: Optimal
6.1.1.5.1. Understanding and participating in forecasting enterprise DAM needs in preparation of future business requirements.
7. RIMS
7.1. RIMS Risk Maturity Model for Enterprise Risk Management
7.1.1. 5 Levels of maturity
7.1.1.1. Level 1: Ad Hoc
7.1.1.2. Level 2: Initial
7.1.1.3. Level 3: Repeatable
7.1.1.4. Level 4: Managed
7.1.1.5. Level 5: Leadership
8. European Foundation for Quality Management (EFQM)
8.1. EFQM Excellence Model (aka. INK model, “Instituut voor Nederlandse Kwaliteit")
9. Information Security
9.1. Security Awareness Maturity Model
9.1.1. 5 Levels of maturity
9.1.1.1. Level 1: Non-Existant Program
9.1.1.2. Level 2: Compliance Focused
9.1.1.3. Level 3: Promoting Awareness & Change
9.1.1.4. Level 4: Long Term Sustainment
9.1.1.5. Level 5: Metrics
9.1.2. http://www.securingthehuman.org/blog/2012/05/22/security-awareness-maturity-model
9.1.3. https://www.youtube.com/watch?v=qopLSlEYv9Q&list=UUYzwGkfOqrevO-4TuTjPLwQ
9.2. Information Security Management Maturity Model (aka. ISM-cubed or ISM3)
9.2.1. http://www.lean.org/FuseTalk/Forum/Attachments/ISM3_v2.00-HandBook.pdf
9.3. "Pragmatic Security Metrics – Applying Metametrics to Information Security" - Brotby & Hinson, 2013 p. 47
9.3.1. 5 Levels of maturity
9.3.1.1. Level 1: Ad hoc
9.3.1.1.1. Information security risks are handled on an entirely informational basis. Processes are undocumented and relatively unstable.
9.3.1.2. Level 2: Repeatable but intuitive
9.3.1.2.1. There is an emerging appreciation of information security. Security processes are not formally documented, depending largely on employee’s knowledge and experience.
9.3.1.3. Level 3: Defined process
9.3.1.3.1. Information security activities are formalized throughout the organization using policies, procedures, and security awareness.
9.3.1.4. Level 4: Managed and measurable
9.3.1.4.1. Information security activities are standardized using policies, procedures, defined and assigned roles and responsibilities, etc., and metrics are introduced for routing security operations and management purposes.
9.3.1.5. Level 5: Optimized
9.3.1.5.1. Metrics are used to drive systematic information security improvements, including strategic activities.
10. ASL BiSL Foundation
10.1. BiSL® Maturity Model
10.1.1. 5 Levels of maturity
10.1.1.1. Level 1: Initial
10.1.1.1.1. The organization does not have a stable environment in which Business Information Management processes are executed. There are however some attempts and sometimes activities are executed in order to acquire insight and knowledge. The results and the outcomes of the activities are usually unpredictable.
10.1.1.2. Level 2: Repeatable
10.1.1.2.1. The organization executes activities repetitively. Previous experience and ways of working are used for the execution of activities. Signs of a standard way of working are appearing.
10.1.1.3. Level 3: Defined and managed
10.1.1.3.1. The activities and processes are defined and documented. The processes have been well thought through. The processes have also been designed and implemented to provide quantitative and qualitative indicators that the organization can use for control and adjustment.
10.1.1.4. Level 4: Optimizing
10.1.1.4.1. The organization is characterized by continual process improvement. Mechanisms and processes have been developed to enable ongoing and controlled improvements to the process.
10.1.1.5. Level 5: Chain
10.1.1.5.1. The focus of the organization during the design and implementation, the improvement, and the mutual adjustment of processes all focus on increasing the added value within the process chain in which they participate.
10.2. ASL®2 Maturity Model
10.2.1. 5 Levels of maturity
10.2.1.1. Level 1: Initial
10.2.1.1.1. The organization does not have a stable environment in which Business Information Management processes are executed. There are however some attempts and sometimes activities are executed in order to acquire insight and knowledge. The results and the outcomes of the activities are usually unpredictable.
10.2.1.2. Level 2: Repeatable
10.2.1.2.1. The organization executes activities repetitively. Previous experience and ways of working are used for the execution of activities. Signs of a standard way of working are appearing.
10.2.1.3. Level 3: Defined and managed
10.2.1.3.1. The activities and processes are defined and documented. The processes have been well thought through. The processes have also been designed and implemented to provide quantitative and qualitative indicators that the organization can use for control and adjustment.
10.2.1.4. Level 4: Optimizing
10.2.1.4.1. The organization is characterized by continual process improvement. Mechanisms and processes have been developed to enable ongoing and controlled improvements to the process.
10.2.1.5. Level 5: Chain
10.2.1.5.1. The focus of the organization during the design and implementation, the improvement, and the mutual adjustment of processes all focus on increasing the added value within the process chain in which they participate.
11. Pink Elephant
11.1. ITIL Process Maturity
11.1.1. 6 Levels of maturity
11.1.1.1. Level 0: Absence
11.1.1.1.1. “There is absolutely no evidence of any activities supporting the process”
11.1.1.2. Level 1: Initiation
11.1.1.2.1. “There are ad-hoc activities present, but we are not aware of how they relate to each other within a single process”
11.1.1.3. Level 2: Awerness
11.1.1.3.1. “We are aware of the process but some activities are still incomplete or inconsistent; there is no overall measuring or control”
11.1.1.4. Level 3: Control
11.1.1.4.1. “The process is well defined, understood and implemented”
11.1.1.5. Level 4 Integration
11.1.1.5.1. “Inputs from this process come from other well controlled processes; outputs from this process go to other well controlled processes”
11.1.1.6. Level 5 Optimization
11.1.1.6.1. “This process drives quality improvements and new business opportunities beyond the process”
11.1.2. http://www.pinkelephant.com/DocumentLibrary/UploadedContents/PinkLinkArticles/ITIL%20Process%20Maturity.pdf
12. OMG
12.1. Business Process Maturity Model (BPMM)
12.1.1. 5 Levels of maturity
12.1.1.1. Level 1: Initial
12.1.1.2. Level 2: Managed
12.1.1.3. Level 3: Standardized
12.1.1.4. Level 4: Predictable
12.1.1.5. Level 5: Innovating
13. Search Enginuity
13.1. SEO Maturity Model
13.1.1. 5 Stages of maturity
13.1.1.1. Stage 1: Initial / Ad-hoc
13.1.1.2. Stage 2: Repeatable
13.1.1.3. Stage 3: Defined
13.1.1.4. Stage 4: Managed & Measured
13.1.1.5. Stage 5: Optimized
14. ION Interactive
14.1. Search Marketing Maturity Model
14.1.1. 5 Levels of maturity
14.1.1.1. Level 1: Ad hoc
14.1.1.1.1. No management, no budget, no real structure.
14.1.1.2. Level 2: Engaged
14.1.1.2.1. Some executive awareness, basic keyword research, limited testing of landing pages.
14.1.1.3. Level 3: Structured
14.1.1.3.1. Actual budget, management responsibility, more detailed keyword research, some competitive research/insight.
14.1.1.4. Level 4: Managed
14.1.1.4.1. Active executive participation, daily management, professional bid management of keywords, competitive benchmarking.
14.1.1.5. Level 5: Optimized
14.1.1.5.1. Strategic executive participation, significant budget, integrated multi-channel analytics, segmentation of audiences etc.
15. This freeware, non-commercial mind map was carefully hand crafted with passion and love for learning and constant improvement ... (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)
15.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Please don't hesitate to contact me for :-) Mirosław Dąbrowski, Poland/Warsaw.
15.1.1. http://www.miroslawdabrowski.com
15.1.2. http://www.linkedin.com/in/miroslawdabrowski
15.1.3. https://www.google.com/+MiroslawDabrowski
15.1.4. https://play.spotify.com/user/miroslawdabrowski/
15.1.5. https://twitter.com/mirodabrowski
15.1.6. miroslaw_dabrowski
16. TMMi Foundation
16.1. Testing Maturity Model (TMM)
16.1.1. 5 Levels of maturity
16.1.1.1. Level 1: Initial
16.1.1.2. Level 2: Definition
16.1.1.3. Level 3: Integration
16.1.1.4. Level 4: Management and measurement
16.1.1.5. Level 5: Optimisation
17. Martin Hopkinson
17.1. The Project Risk Maturity Model (RMM)
17.1.1. 4 Levels of maturity
17.1.1.1. Level 1: Naïve
17.1.1.1.1. Although a project risk management process may have been initiated, its design or application is fundamentally flawed. At this level, it is likely that the process does not add value.
17.1.1.2. Level 2: Novice
17.1.1.2.1. The project risk management process influences decisions taken by the project team in a way that is likely to lead to improvements in project performance as measured against its objectives. However, although the process may add value, weaknesses with either the process design or its implementation result in significant benefits being unrealised.
17.1.1.3. Level 3: Normalised
17.1.1.3.1. The project risk management process is formalised and implemented systematically. Value is added by implementing effective management responses to significant sources of uncertainty that could affect the achievement of project objectives.
17.1.1.4. Level 4: Natural
17.1.1.4.1. The risk management process leads to the selection of risk-efficient strategic choices when setting project objectives and choosing between options for project solutions or delivery. Sources of uncertainty that could affect the achievement of project objectives are managed systematically within the context of a team culture conducive to optimising project outcomes.
18. Forrester
18.1. IT Governance Maturity Model
18.2. Information Security Maturity Model
19. Berenschot
19.1. Project Excellence Model® (PEM)
19.1.1. Date: 2003
19.1.2. Derived from EFQM / INK model
19.1.2.1. EFQM / INK model is suitable for traditional organizations but not for project organizations.
19.1.2.2. Berenschot adapted the EFQM / INK model to a model that is appropriate for project organizations.
19.1.3. PEM consists of 12 key areas that are divided over:
19.1.3.1. organization area
19.1.3.1.1. consist of critical success factors (CSFs) in the project organization
19.1.3.2. results area
19.1.3.2.1. consist of project success criteria
19.1.4. PEM consists of 2 types of result areas:
19.1.4.1. narrow (easy tangible and measurable elements)
19.1.4.1.1. ‘classic’ areas like time, costs and quality
19.1.4.2. broad (contain elements that can not be translated so easily in measurable terms)
19.1.4.2.1. client
19.1.4.2.2. project personnel
19.1.4.2.3. contracting partners
19.1.4.2.4. users
19.1.4.2.5. stakeholders
20. AXELOS
20.1. Relationships between P2MM, P1M3, P2M3, P3M3.
20.2. PRINCE2® Maturity Model (P2MM)
20.2.1. PRINCE2® Maturity Model (P2MM)
20.2.1.1. http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=462&sID=210
20.2.2. PRINCE2® Maturity Model (P2MM) Self-Assessment
20.2.2.1. http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=469&sID=210
20.2.3. Derived from P3M3®
20.2.4. Dedicated to PRINCE2®
20.3. Project Management Maturity Model (P1M3)
20.3.1. Since P2MM is focused specifically on the PRINCE2 project management method and therefore this model is only applicable to organizations that use the PRINCE2 method. In order to overcome this problem the Project Management Maturity Model (P1M3) is developed which is an abstraction of P2MM.
20.3.2. Abstraction of P2MM. P1M3 is, unlike P2MM, method independent and can be applied in any organization and is not only restricted to organizations where PRINCE2 is used as is the case with P2MM.
20.3.3. P1M3 is restricted to project management.
20.4. Project and Programme Management Maturity Model (P2M3)
20.4.1. P2M3 is an extension of P1M3.
20.4.2. Supports project and programme management.
20.5. Portfolio, Programme, Project Management Maturity Model (P3M3®)
20.5.1. P3M3 is an extension of P2M3 and P2MM.
20.5.2. v1 was published in 2006.
20.5.3. v2 was published in 2008.
20.5.4. Official website
20.5.4.1. http://www.p3m3-officialsite.com/
20.5.5. P3M3® Introduction and Guide
20.5.5.1. http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=456&sID=235
20.5.6. Viewed independently for:
20.5.6.1. Portfolio (PfM3)
20.5.6.1.1. http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=457&sID=210
20.5.6.1.2. P3M3® Portfolio Management Self-Assessment
20.5.6.2. Programme (PgM3)
20.5.6.2.1. http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=464&sID=210
20.5.6.2.2. P3M3® Programme Management Self-Assessment
20.5.6.3. Project (PjM3)
20.5.6.3.1. http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=458&sID=210
20.5.6.3.2. P3M3® Project Management Self-Assessment
20.5.7. 5 Levels of maturity
20.5.7.1. Level 1 - Awareness of process
20.5.7.2. Level 2 - Repeatable process
20.5.7.3. Level 3 - Defined process
20.5.7.4. Level 4 - Managed process
20.5.7.5. Level 5 - Optimised process
20.5.8. 7 Perspectives
20.5.8.1. Management Control
20.5.8.2. Benefits Management
20.5.8.3. Finance Management
20.5.8.4. Risk Management
20.5.8.5. Organisation Improvement
20.5.8.6. Organisation Governance
20.5.8.7. Resources
20.5.8.8. Each perspective describes the processes and practices that should be deployed at each level of maturity
20.5.8.9. Perspectivs group together a range of key characteristics
20.5.9. 5 Common attributes
20.5.9.1. Planning effectively
20.5.9.2. Stakeholder involvement
20.5.9.3. Information & Configuration Management
20.5.9.4. Quality
20.5.9.5. Capability building
20.5.9.6. Common attributes are themes that are common in each perspective and can be found at each level
20.5.10. Watch: P3M3® Self Assessment Tool
20.6. Management of Value (MoV®) Maturity Model
20.6.1. Derived from P3M3®
20.6.1.1. as stated in official publication:
20.6.1.1.1. "The MoV maturity model mimics the P3M3 structure outlined in Figure D.1."
20.6.2. 5 Levels of maturity
20.6.2.1. Level 1 – Awareness process
20.6.2.2. Level 2 – Repeatable process
20.6.2.3. Level 3 – Defined process
20.6.2.4. Level 4 – Managed process
20.6.2.5. Level 5 – Optimized process
20.7. Management of Risk (M_o_R®) Maturity Model
20.7.1. Derived from P3M3®
20.7.2. 5 Levels of maturity
20.7.2.1. Level 1: Initial
20.7.2.2. Level 2: Repeatable
20.7.2.3. Level 3: Defined
20.7.2.4. Level 4: Managed
20.7.2.5. Level 5: Optimised
20.8. Portfolio, Programme, Project (P3O®) Offices Maturity Model
20.8.1. Derived from P3M3®
20.8.1.1. as stated in official publication:
20.8.1.1.1. "P3M3 provides a very useful input into the development of a P3O blueprint in terms of current and target portfolio, programme and project management capabilities."
20.9. ITIL® Maturity Model
20.9.1. http://www.axelos.com/gempdf/ITIL_Maturity_Model_v1_2W.pdf
20.9.2. Maturity level definitions are aligned with COBIT® and CMMI® definitions
20.9.3. 5 Levels of maturity
20.9.3.1. Level 1: Initial
20.9.3.2. Level 2: Repeatable
20.9.3.3. Level 3: Defined
20.9.3.4. Level 4: Managed
20.9.3.5. Level 5: Optimized
21. PMI
21.1. Organizational Project Management Maturity Model (OPM3®)
21.1.1. 4 Levels of maturity
21.1.1.1. Level 1: Standardize
21.1.1.2. Level 2: Measure
21.1.1.3. Level 3: Control
21.1.1.4. Level 4: Continually Improve
21.1.2. official website
21.1.2.1. http://opm3online.pmi.org/
22. Harold Kerzner
22.1. Kerzner Project Management Maturity Model (KPM3 or K-PMMM)
22.1.1. https://www.iil.com/kpm3/
22.1.2. 5 Levels of maturity
22.1.2.1. Level 1: Common Language
22.1.2.2. Level 2: Common Process
22.1.2.3. Level 3: Singular Methodology
22.1.2.4. Level 4: Benchamarking
22.1.2.5. Level 5: Continuous Improvement
23. Gartner
23.1. Gartner, Program and Portfolio Management (PPM) Maturity Model
23.2. Web Analytics Maturity Model
23.2.1. 5 Levels of maturity
24. PMO Tools
24.1. The PMO Maturity Cube
24.1.1. http://pmotools.org/pmocube/index.php/homeController
24.1.2. 3 Maturity Models
24.1.2.1. Service: A.1.7 - Managing one or more portfolios (Scope: Enterprise/Approach: Strategic)
24.1.2.1.1. Level 0: The PMO does not provide this service.
24.1.2.1.2. Level 1: The PMO maintains a list of active projects throughout the organization.
24.1.2.1.3. Level 2: The PMO maintains a list of active projects and programs throughout the organization and establishes their prioritization but does not follow a structured portfolio management process.
24.1.2.1.4. Level 3: The PMO maintains a list of active projects and portfolios, prioritizes them throughout the organization, and establishes formal processes, acting as facilitator in the definition (identification, categorization, evaluation, selection), development (prioritize, balance and commitment) and implementation (monitoring, review and change management) of the portfolio.
24.1.2.1.5. Level 4: The PMO maintains a list of active projects and portfolios, prioritizes them throughout the organization, and establishes formal processes, acting as facilitator in the definition (identification, categorization, evaluation, selection), development (prioritize, balance and commitment) and implementation (monitoring, review and change management) of the portfolio. The PMO uses an integrated system to automate the organization's portfolio management process.
24.1.2.2. Service: A.2.1 - Develop and implement the project management methodology (Scope: Enterprise/Approach: Tactical)
24.1.2.2.1. Level 0: The PMO does not provide this service.
24.1.2.2.2. Level 1: The PMO has developed a basic methodology for the organization, but it is not used consistently on all projects.
24.1.2.2.3. Level 2: The PMO has developed a standard methodology for the organization, aligning possible existing methodologies in different areas, and the methodology used in most projects in the organization.
24.1.2.2.4. Level 3: The PMO has developed a standard methodology for the organization, and it is used by all projects as it is mandatory unless a specific waiver is requested and approved.
24.1.2.2.5. Level 4: The PMO has developed and improved the standard methodology for the organization focusing on best practices and continuous improvement.
24.1.2.3. Service: A.3.3 - Monitor and control project /program performance (Scope: Enterprise/Approach: Operational)
24.1.2.3.1. Level 0: The PMO does not provide this service.
24.1.2.3.2. Level 1: The PMO monitors and controls the project /program performance considering time, cost, quality and customer satisfaction and provides follow-up reports without analysis upon request.
24.1.2.3.3. Level 2: The PMO monitors and controls the project /program performance considering time, cost, quality, and customer satisfaction and analyzes the available data.
24.1.2.3.4. Level 3: The PMO monitors and controls the project /program performance considering time, cost, quality, and customer satisfaction, analyzes data, and takes preventive and corrective actions working proactively with project /program manager and senior management.
25. PM Solutions
25.1. PM Solutions’ Project Management Maturity Model (PMS-PMMM)
25.1.1. Follows the Software Engineering Institute's (SEI) Capability Maturity Model's (CMM®)
25.1.2. Examines maturity development across ten knowledge areas in the Project Management Institute's (PMI®) A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
25.1.3. http://www.pmsolutions.com/resources/view/what-is-the-project-management-maturity-model/
25.1.4. 5 Levels of maturity
25.1.4.1. Level 1: Initial process
25.1.4.2. Level 2: Structured process and standards
25.1.4.3. Level 3: Organizational standards and institutionalized process
25.1.4.4. Level 4: Managed process
25.1.4.5. Level 5: Optimizing process
25.2. PM Solutions’ Project Portfolio Management Maturity Model (PMS-PPMMM)
25.2.1. 5 Levels of maturity
25.2.1.1. Level 1: Initial process
25.2.1.2. Level 2: Structured process and standards
25.2.1.3. Level 3: Organizational standards and institutionalized process
25.2.1.4. Level 4: Managed process
25.2.1.5. Level 5: Optimizing process
26. MINCE2 Foundation
26.1. Maturity INcrements IN Controlled Environments (MINCE)
26.1.1. http://www.mince2.com/
26.1.2. http://www.mince2.org/
26.1.3. 5 Levels of maturity
26.1.3.1. Level 1: Activities
26.1.3.2. Level 2: Processes
26.1.3.3. Level 3: Systems
26.1.3.4. Level 4: Supply Chain
26.1.3.5. Level 5: Quality
26.1.3.6. Levels are derived form EFQM Excellence Model.
26.1.4. Tower I: People
26.1.5. Tower II: Methods and techniques
26.1.6. Tower III: Customer
26.1.7. Tower IV: Realization
26.1.8. Tower V: Knowledge
26.1.9. Tower VI: Supporting services
27. University of California (Berkeley)
27.1. Project Management Process Maturity (PM)2 Model
27.1.1. http://www.ce.berkeley.edu/~ibbs/yhkwak/pmmaturity.html
27.1.2. 5 Levels of maturity
27.1.2.1. Level 1: Ad-hoc
27.1.2.1.1. No PM processes or practices are consistently available
27.1.2.1.2. No PM data are consistently collected or analyzed
27.1.2.1.3. Functionally isolated
27.1.2.1.4. Lack of senior management support
27.1.2.1.5. Project success depends on individual efforts
27.1.2.2. Level 2: Planned
27.1.2.2.1. Informal PM processes are defined
27.1.2.2.2. Informal PM problems are identified
27.1.2.2.3. Informal PM data are collected
27.1.2.2.4. Team oriented ~weak!
27.1.2.2.5. Organizations possess strengths in doing similar work
27.1.2.3. Level 3: Managed at project level
27.1.2.3.1. Formal project planning and control systems are
27.1.2.3.2. managed
27.1.2.3.3. Formal PM data are managed
27.1.2.3.4. Team oriented ~medium!
27.1.2.3.5. Informal training of PM skills and practices
27.1.2.4. Level 4: Managed at corporate level
27.1.2.4.1. Multiple PM ~program management!
27.1.2.4.2. PM data and processes are integrated
27.1.2.4.3. PM processes data are quantitatively analyzed,
27.1.2.4.4. measured, and stored
27.1.2.4.5. Strong teamwork
27.1.2.4.6. Formal PM training for project team
27.1.2.5. Level 5: Continuous learning
27.1.2.5.1. PM processes are continuously improved
27.1.2.5.2. PM processes are fully understood
27.1.2.5.3. PM data are optimized and sustained
27.1.2.5.4. Project-driven organization
27.1.2.5.5. Dynamic, energetic, and fluid organization
27.1.2.5.6. Continuous improvement of PM processes and practices
27.1.3. Date: 2002
27.1.4. Authors:
27.1.4.1. Young Hoon Kwak, Ph.D
27.1.4.2. C. William Ibbs, Ph.D