Introducing the Project Management Maturity Model (ProMMM)
David Hillson · 2001
Many businesses are recognizing the power of a project-based approach, and are implementing project management as a core competence. The value of a formal and structured approach to project management is becoming increasingly recognized as the discipline develops and more organizations begin to reap the benefits of proactive project-based management. The successful business will be the one that manages its projects most effectively, maximizing competitive benefits while minimizing the inevitable uncertainty. Guidelines and standards define best practice project management (for example, PMBOK 2000, APM-BoK 2000, BS6079-1: 2000), and there are a number of sources of help available to organizations wishing to develop or improve inhouse project management processes. In order for an organization to be able to determine whether its project management processes are adequate, agreed measures are required to enable it to compare its management of projects with best practice or against its competitors. As with any change program, benchmarks and maturity models can play an important part in the process by defining a structured route to improvement. The Project Management Maturity Model (ProMMM) has been developed to meet these needs, drawing on established