Project Management

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Project Maturity for Project Categories

Maturity in Project Management Series[1]

By Russell D. Archibald & Darci Prado

This is the fourth of a series of articles on PPPMM.

PM Maturity for Project Categories[2]

 

Here we describe the need for systematically categorizing the many different types of projects that exist, discuss a few of the many possible ways to categorize them, and present a widely used project categorization approach that has proven practical for many organizations. That project categorization model has been used since 2005 in the project management (PM) maturity research conducted using the Prado PM Maturity Model in Brazil, Italy, Spain, Portugal, Mexico, and the United States.

Project, Program, and Portfolio Management Maturity

Maturity in Project Management Series[1]

By Russell D. Archibald & Darci Prado

This is the second of a series of articles on PPPMM.

The Importance of Knowing Your Project, Program, and Portfolio Management Maturity: PPPMM

The world today depends on projects: almost a third of the world economy is generated through projects [1]. For many organizations, projects ensure their future and allow them to survive and grow. Projects can be seen in the construction of a new factory to launch a new product, the restructuring of a recently acquired company, the development and implementation of a computerized application, and achievement of many other strategic objectives. A thorough analysis of the world scene shows that failures to plan and execute projects properly have serious negative impacts on business results. For example, a study by the Standish Group [2], which has analyzed the efficiency of management of software projects in the U.S. since 1994, shows that the project success rate today in this area is still very low: 37%.

Introduction to Maturity in Project Management

Maturity in Project Management Series[1]

By Russell D. Archibald & Darci Prado

Introduction to a SERIES of ARTICLES on Maturity of Organizations in Project Management

This is the first of a series of articles on this important subject. This article provides a general introduction to the topic of measuring project management (PM) maturity, the benefits that this measurement can provide, and identifies some of the models that are being used for that purpose. Subsequent articles in this series with cover these topics:

Project Success

Maturity in Project Management Series[1]

By Russell Archibald, Darci Prado & Warlei Oliveira

This is the fifth of a series of articles on PPPMM.

Maturity, Success and Competitiveness

 

One issue that has always attracted the attention of professionals involved in project, program, and portfolio management (PPPM) is to be able to quantitatively demonstrate the value of this practice and to see it recognized by organizations. We believe that the Brazilian Experience with PPPM Maturity has brought an important contribution to this issue. Brazil is the seventh largest world economy (according to The World Bank) and has a dynamic community of project and program management, highlighted by the 14 active chapters of the PMI and the national IPMA-Brazil Association. The Brazilian Experience with PPPM Maturity is distinguished by longevity (since 2005), the range of participants (the 2012 survey had 434 participating organizations), by frank acceptance by the PPPM community, by the huge amount of results given, and by the consistency of those results.

PROJECT MANAGEMENT AND THE BLUE OCEAN STRATEGY

This article is about the combination of the Blue Ocean Strategy together with a Project Management Methodology with the objective to help Small and Medium Companies to surpass the actual financial turmoil and tough competitiviness in the red ocean in order to find their own blue ocean.

No matter what industry you're in, project managers are always in high demand. Project management (PM) professionals are the brainpower behind bringing business goals to life. From the original planning stages to organizing and leading progress, certified project managers bring skills to the table that are valued by businesses looking to meet and surpass their growth projections.

The best project managers have an analytical mindset, but today that alone is not enough. They also need the tools to evaluate and analyze project requirements as they see each project through completion. Those in the field that have a specialized understanding of these tools are likely to demand higher salary and have more opportunities placed in front of them.

Project management courses are an important step in acquiring the knowledge and skills that today's top employers are looking for. Many employers are seeking individuals with credentials like Prince2 or PMP certification, but the best courses to achieve these certifications offer a broad, comprehensive program covering many disciplines of project management.

A Six Sigma certification anywhere in the world can be a great way to improve a person’s leadership qualities. He/she can act as the primary individual to assess the defects and errors in a business process and eliminate them. The Six Sigma certification exam is a very high-level exam and an individual need to have more than just an advanced skill set and knowledge to deal with organizational errors. The Six Sigma certification is conducted in 5 levels- White Belt, Yellow Belt, Green Belt, Black Belt, and Master Black Belt. At various levels, an individual is taught various skill sets that are a part of the Six Sigma process.

The seven dimensions of maturity

Maturity in Project Management Series[1]

By Russell D. Archibald & Darci Prado

This is the third of a series of articles on PPPMM.

Foundations of the Prado-PM Maturity Model

The Prado-PM Maturity Model (Prado-PMMM) was launched in December 2002 and reflects forty years of experience on the subject by Darci Prado within IBM and two large, Brazilian international consulting firms: INDG and FALCONI. The initial goal was to create a simple and easy to use model that provides reliable results. Since 2002 it has been used by hundreds of Brazilian organizations and others in Italy, Spain, Portugal and the USA, and the results obtained are consistent with expectations, and with what have been obtained with a thorough, much more lengthy diagnosis. This model has also been used since 2005 in a maturity survey conducted in Brazil by Darci Prado and Russell Archibald [1]. This same survey was conducted in Italy in 2010.