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A UNIFIED STRATEGIC VIEW OF ORGANIZATIONAL MATURITYPhD PresentationISGI ESC Lille, France

Presenter:Suhail IqbalCEO SysComp International (Pvt.) Ltd.Research Scholar(Strategic and Project Management), MS(Computer Science), MBA(MIS), MBA(Mkt), MA(English), BE(Civil Engineering),MBCS(UK), MIEEE(USA), MACM(USA), MASPRS(USA), MASQ(USA), MCSP(Pak), I Eng MICE(UK), MIE(Pak), PE(Pak), PMP, MCT, MCSE2000+I, MCDBA, A+, Network+, iNet+

Speakers Presentation ExperienceA Unified Strategic View of Organizational Maturity Paper presented at PMI Global Congress Asia Pacific 2005, SingaporeA Unified Strategic View of Organizational Maturity Paper presented at PMI Global Congress EMEA 2005, Edinburgh, Scotland.Left Bank Outfall Drain (LBOD) Project A Mega Failure Paper presented on 18 Aug 2005 at 18th Scandinavian Academy of Management (NFF 2005) Meeting, Aarhus, Denmark.Building and Maintaining Relationships with Project Stakeholders, for The 6th PMI Benelux Day, at Dorint Sofitel in Amsterdam Airport on 1st Oct 2005.Challenges of Virtual Project Management In Developing Countries, for the IEEE Engineering Management Conference (IEMC 2005) presented on 13 Sep 2005 at St Jones, Canada.Role of Empowerment in Uplifting an Organizations Excellence in Less Developed Countries (LDC), for the IEEE Engineering Management Conference (IEMC 2005) presented on 13 Sep 2005 at St Jones, Canada.Multinational/Multicultural Teams in Offshore IT Projects, for the PMI Global Congress 2005-Latin America, Congreso Global 2005-Amrica Latin de PMI, has been selected for presentation to be delivered in a 75 minute session from 28 Oct to 3 Nov 2005. Creative Maturity - Resolving the Organizational Maturity Conflict, for the PMI Global Congress 2006-Asia Pacific, is being considered for selection from 27 Feb 1 Mar 2006.Conducted over 40 PMP Prep sessions and 100+ PM awareness seminars in all major cities of Pakistan during last 4 years.15 years teaching and presentation experience in local universities at Pakistan.

Research QuestionWhy isnt there a Unified Strategic Maturity Model for Organizations?

Research PhilosophyTo synergize various maturity models forming bodies to develop a single unified strategic maturity modelBy Creative Maturity concept of resloving conflict by design

Research MetodologyQualitative AnalysisInterviews with leading authorsQuantitative AnalysisQuestionnaire for over 400 organizationsSelection of various categories

Contribution to KnowledgeA new and unified maturity model Strategic view of organizational maturityTop-Down ViewCreative Maturity

JustificationNeed for having a unified strategic view of organizational maturityNeed for having a conflict resolving strategy for organizational maturity

PRESENTATION SEQUENCEINTRODUCTIONPLETHORA OF MATURITY MODELSORGANIZATIONAL MATURITYCREATIVE MATURITYCONCLUSION

WHAT IS MATURITY?full development or perfected condition- Random House Dictionary Reference: Ludden, P., (2004)

PLETHORA OF MATURITY MODELSCMM: From where it all startedExisting Maturity ModelsProject Management Maturity Models

CMM: From where it all startedCMM LEVELSinitial, repeatable, defined, managed and optimizing,

Existing Maturity ModelsCapability Maturity Model Integration (CMMI)Capability Maturity Model for Software (SW-CMM)People Capability Maturity Model (P-CMM)Software Acquisition Capability Maturity Model (SA-CMM)Software Engineering Capability Maturity Model (SE-CMM)Integrated Product Development Capability Maturity Model (IPD-CMM)IT Service Capability Maturity Model (IT Service CMM)

Reference: SEI - CMMI v1.1 Organizational Maturity Levels

Reference: P-CMM - People Capability Maturity Model v2

Existing Maturity Models (continued)Organizational Project Management Maturity Model (OPM3)Project Management Maturity Model (PMMM)by Harold KerznerProject Management Maturity Model (PMMM)by Jim K. CrawfordProject Management Maturity Model (PMMM)by Marcel Dekker Project Management Maturity Model (PMMM)by APMGCultural Project Management Effectiveness Model (CPMEM) by PMGSPM2 Maturity ModelProject Management Process Maturity Model (PM)2MProgramme Management Maturity ModelProject Risk Maturity Model (RMM)Earned Value Management Maturity Model (EVM3)

Existing Maturity Models (Continued)Broccoli Maturity ModelServices Maturity ModelSelf-Assessment Maturity Model (SAMM)Testing Maturity Model (TMM)Web Services Maturity ModelSecurity Maturity Model (SMM)Operations Maturity Modele-Learning Maturity ModeleGovernment Maturity ModelOutsourcing Management Maturity ModelChange Proficiency Maturity ModelPerformance Engineering Maturity ModelIT Architecture Maturity ModelInformation Process Maturity ModelLearning Management Maturity Model (LM3)Automated Software Testing Maturity ModelWebsite Maturity ModelInternet Maturity ModelUsability Maturity ModelSoftware Reliability Engineering Maturity ModelSystem Security Engineering Capability Maturity ModelConfiguration Management Maturity Model

Project Management Maturity ModelsOrganizational Project Management Maturity Model (OPM3)Project Management Maturity Model (PMMM)by Harold KerznerProject Management Maturity Model (PMMM)by Jim K. CrawfordProject Management Maturity Model (PMMM)by Marcel Dekker Project Management Maturity Model (PMMM)by APMGCultural Project Management Effectiveness Model (CPMEM) by PMGSPM2 Maturity ModelProject Management Process Maturity Model (PM)2MProgramme Management Maturity ModelProject Risk Maturity Model or Risk Management Maturity Model (RMMM)Earned Value Management Maturity Model (EVM3)

Reference: PMI Organisational Project Management Maturity Model Knowledge Foundation (OPM3), (2003) Newtown Square: Project Management Institute

Reference: PMI Organisational Project Management Maturity Model Knowledge Foundation (OPM3), (2003) Newtown Square: Project Management InstituteOrganizational Project Management Maturity through existence of Best PracticesBest Practice an optimal way currently recognized by industry to achieve a stated goal or objectiveCapability a specific competence that must exist in an organization for project processes, services or products.Outcome Tangible or intangible result demonstrating capabilityKPI criteria, direct measure of an expert assessment

Reference: EVM3 v2, Management Technologies

ORGANIZATIONAL MATURITYStrategic ViewFrom Learning Organization to Learning MaturityLearning OrganizationsProjects and StrategyLearning MaturityHow much Maturity?

Strategic ViewBiased viewStrategic justificationTop-Down vs Bottom-Up

Learning OrganizationPersonal MasteryMental ModelsShared VisionTeam LearningSystems ThinkingReferences: Senge, Peter M. (1990), The Fifth Discipline, the Art and Practice of the Learning Organization. London: Doubleday/Currency. Senge, Peter M. et al. (1994), The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. London: Nicholas Brealey Publishing.

Projects and StrategyProject management .. becomes the way to implement corporate strategy (Turner 1993; Frame 1994). Projects, being the catalyst for change, are instrumental in realizing the strategic objectives of an organization (Turner 1993; Frame 1994). Projects are undertaken to add value to the sponsoring organization (Turner 1993; Frame 1994). Performance also comes from the maturity of an organization to deal with projects, especially through the aspects of learning. (Bredillet, C, 2003)

Exhibit 1 Four Fields of Knowledge Management in Two Dimensions(Bredillet, C., 2003; Bontis, N, 1999)

Exhibit 2 Proposed Model of Effective Intelligence(Templeton, G. F., 2004)

How Much Maturity?

Not beyond Strategic ObjectivesSize of an organizationSpan of life

Creative Maturity - Resolving the Organizational Maturity ConflictOPM3 and CMMI two extreme views of maturityRisk and Human Resource Maturity Models followoing.Design approach to the conflict of organizational maturity. Refer to A Unified Strategic View of Organizational Maturity at PMI Global Congress Asia Pacific 2005Need for SEI and PMI to sit together to come up with an organizational maturity model. Both approaches being unique but diverse, and only looks at organizational maturity from respective perspective of Quality or Project Management. PMI addresses organizational maturity but remains Project Management biased. Creative Maturity at Organizational level would not be a compromise but an altogether a new design with all maturity model forming bodies as its stakeholders. Top-Down view of Organizational Maturity Break free of the boxed approach we are bound to follow as it seems the only logical way. Innovate and think creatively to invent the concept of Creative Maturity for Organizations.

CONCLUSIONA Unified Strategic View of Organizational Maturity

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PMG001 - A Manager's Guide to Project ManagementSysComp International (Pvt.) Ltd. PMI Global REPPMG001 - A Manager's Guide to Project ManagementRecognition of the value of project management has grown since 1944. Organizations around the world are turning to project management to achieve corporate objectives. Successful organizations like IBM, AT&T, the US Army and NASA are all employing project management to get the job done.Be it the delivery of a new service, the development of a new product, the implementation of a new technology, or an organizational change, we are all searching for a better, faster, cheaper way of achieving corporate objectives.For most organizations, this means changing the way they currently do business. For many of these organizations, this also means the implementation of project management.The U.S. Information Technology Resource Board (ITRB) advises, Project management provides a proven way to set priorities and achieve results. Make use of project management to gain a realistic perspective on the big picture, to maintain focus on priorities as they evolve, and to help sort out what must be done to make the project a success.SysComp International (Pvt.) Ltd. PMI Global REPPMG001 - A Manager's Guide to Project ManagementI also encourage all of you to visit the PMI Web site at www.pmi.org to learn more about this organization or project management in general.

Presenter: Thank hosts and guests and field any questions. (Note: All statistics presented in this document are as of 30 June 2001.)SysComp International (Pvt.) Ltd. PMI Global REP