In this chapter, the authors present the proposal of the questions and the final model which will be applied in the company in order to obtain at the end the result of the maturity level. These questions, as explained in the Chapter 2, came from a mix of project management methods and good practices and from the nature of the pillars of complex projects. The chapter also introduces the questions, explains the pillars in which the questions are split one by one, and finally presents the questions. This is one of the most important chapters in the book because it introduces the proposal to measure maturity in complex projects. The reader can easily perceive by looking over the questions and pillars that this is a different model proposed, which now includes some different pillars such as stakeholders, environment, engineering, and others. The main idea of this chapter is to introduce and explain to the reader the origin of the questions which will be, at the end, the model proposed for the book.
TopMaturity In Projects
Maturity in project management is directly related to an organization's ability to manage its projects. Companies that practice project management are constantly evolving and maturing, with an intuitive relationship between maturity and success (prado, 2008).
According to Prado (2008), the occurrence of a greater maturity in the management of projects of an organization provides more predictable results. A project maturity evaluation model consists of a mechanism that has the possibility of numerically quantifying the company's ability to manage its projects.
Among the most used maturity models in the world, we can quote the following:
- •
OPM3, which is an abbreviation of the “Organizational Project Management Maturity Model”, which is a maturity model from the PMI - Project Management Institute and which makes it possible to evaluate the presence of best practices within the organization. OPM3 consists of a set of best practices, which are required to be fulfilled for the improvement of a Domain and Internship. The model is also based on 3 elements:
- o
Knowledge: Based on PMI's OPM3 guide, it has Best Practice components with their corresponding Capacity, Output, and Performance Indicator Items;
- o
Evaluation: The model has a computerized tool for evaluation, comparing a standard and defining the current stage of maturity of the company;
- o
Development: Consists of executing a plan of action through the items identified in the Evaluation element.
- •
The CMM - Capability Maturity Model is a widely used IT project focused maturity model, one of the first maturity models;
- •
The PMMM Project Management Maturity Model is a model created by Dr. Harold Kerzner, which is fairly reliable as it has been tested in various industries around the world. This model aims to define the current stage, to plan and implement actions for the gradual development in project management. Practically focuses on change management and the process of shifting the organization's culture to the implementation of project management practices;
- •
The Prado-MMGP Model (Maturity Model in Project Management) is presented as the only Brazilian contribution to the maturity evaluation, because it was prepared by a Brazilian, the consultant Darci Prado. This model originated through a survey conducted between October and December 2005 through the website www.maturityresearch.com and answered by 261 professionals of all types of Brazilian organizations. It is composed of a questionnaire with forty questions where it is sought to relate the maturity of the organization with its ability to execute projects successfully.
According to Prado (2008), the average and current maturity of Brazilian industries is in the range of 2 to 3, on a scale of 1 to 5, with 1 being where there is no practice and 5 with the maximum degree, that is, existence of all practices:
It is expected that a Project Management maturity model will be able to assist in the establishment of an integrated growth plan of the organization within the context of Project Management. (Prado, 2008: 45)
Kerzner (2003, p. 53) points out that “Project Management maturity is the development of systems and processes that are inherently repetitive and guarantee a high probability that each of them is a success”.