Project Management Maturity Model

PROJECT MANAGEMENT PROJECT MANAGEMENT 3 3 PROJECT MANAGEMENT PROJECT MANAGEMENT Name of the Student Name of the University Author Note: What is Project Management Maturity Model? 3 Action plan (Movement to the next level) 3 Conclusion 5 References 6 What is Project Management Maturity Model? In the sector of working it can be stated that there is various standard of working which is related to the concept are stated below: Level 1: Ad hoc Level 2: Abbreviation Level 3: Organized Level 4: Managed Level 5: Optimized The

Running head: PROJECT MANAGEMENT
PROJECT MANAGEMENT
Name of the Student
Name of the University
Author Note:

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Table of Contents
What is Project Management Maturity Model?...............................................................................3
Action plan (Movement to the next level).......................................................................................3
Conclusion.......................................................................................................................................5
References........................................................................................................................................6

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What is Project Management Maturity Model?
The Project Management Maturity Model can be stated as a tool which is developed by
the project management solution and used to measure an organizations maturity of project
management. Project management tools are very much essential in recent times which would be
directly engaging the sector of working of the organization (Crawford, 2015). Once the initial
area of maturity and improvement are identified the Project Management Maturity Model
provides a roadmap which outlines the steps which are considered to be necessary which are to
be taken towards the maturity of the project management and performance improvement (Silvius
& Schipper, 2015). The domain of strategy can be stated to be very much crucial. In the sector of
working it can be stated that there is various standard of working which is related to the concept
are stated below:
 Level 1: Ad hoc
 Level 2: Abbreviation
 Level 3: Organized
 Level 4: Managed
 Level 5: Optimized
The level of the organization would be directly dependent on the working and how the
execution of the different process of the organization would be done. In this domain it can be
stated that operation can be stated to be one of the most important factor which should be
focused in the internal working of the organization and the interaction of the customer and how it
is done.

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Action plan (Movement to the next level)
In most of the organization it can be stated that an organization tend to include a problem
relating to the demand of the customers. The organization should be always aligning the business
with the requirement of the organization (Thomas & Mullaly, 2016). This directly helps in the
sector of increasing the level of the Project Management Maturity Model due to the factor of
gaining of competitive advantage for the organization. In this context it can be stated that Project
Management Maturity Model states directly rules which are applicable in the sector of the
working of the organization which should be adopted by the organization to increase the chances
of raising the level up (Kerzner & Kerzner, 2017). On the other hand, it can be stated that the
level of engagement which is seen within the working of the organization should be aligned with
the business of the organization and how the overall working would be done in the organization.
The business status and the level of interaction with the customers can be stated as one of the
condition which can be stated to be one of the factor which is linked to the Project Management
Maturity Model (Thomas & Mullaly, 2016). There is various domain which play a significant
role in the context which drives the factor of success of the organization. The engagement of the
concept of the working should be made in a fashion which is related to the sector of the working
so that there is no problem seen in the domain of the implementation of the concept.
In the concept of the Project Management Maturity Model process control is very much
important which is taken care of by the project manager (Silvius & Schipper, 2015). He has the
overall control of the working and the linkage sector of the concept of the working. The main
foundation stone which is related to the process control is related to the minimizing of the
processes and the variations which is related to the concept. The manager is directly involved in
the sector of working and how the overall concept of the working is linked to the sector of

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implementation (Thomas & Mullaly, 2016). The variations which is related to the concept can be
stated as one of the important factor which is related to the concept of the determining the size of
the organization and which level the organization pertains (Crawford, 2014). The Project
Management Maturity Model has different stages of working and the linkage of the sector which
is related to the concept.
Conclusion
The organization in most of the cases in order to gain competitive advantage tend to
include a working which is directly linked to the working of the organization. In most of the
cases it can be stated that the Project Management Maturity Model helps the organization to alter
the overall working and which can also directly lead to competitive advantage for the
organization. In the near future it can be stated that most of the prospective of the working of the
organization would be more linked to the Project Management Maturity Model and enhancement
of the business can be done quite easily.

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References
Crawford, J. K. (2014). Project management maturity model. Auerbach Publications.
Heldman, K. (2018). PMP: project management professional exam study guide. John Wiley &
Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Silvius, G., & Schipper, R. (2015). Developing a maturity model for assessing sustainable
project management. The Journal of Modern Project Management, 3(1).