Maturity Models: An Organizations’ Roadmap to Product, Process and Project Improvements

Portfolio, Program and Project based work, in the built environment, traditionally follows the project definition of “a temporary endeavor that creates a unique product, service or result”. Yet, there is nothing temporary about building, growing and evolving your business.

We commence our team(or teams), implement our plans, complete our deliverables and turnover our projects on time, under budget , and often, without a hitch.

Subsequently, the teams are dismantled, and hopefully, you are off to the next project adventure.

If we were fortunate enough to have been with an organization or on a project with a defined project management methodology or introduced to a client focused established  protocol; we have likely exited with a clear sense of completion, having left a successfully operating “well oiled machine ” that garners a sense of peace in the accomplishment.

And … “if it ain’t broke, don’t fix it.” Right? Right.

This is often the approach of many projectized organizations portfolio of works, in which the transition from project to project, or the simultaneous undertaking of a program or portfolio of projects,  allows little time and/or  often evades the thought of incorporating  the outcomes, results and lessons learned into the existing maturity model plan  or formalizing a plan that strategically speaks to the ongoing development of processes, people and supporting the bottom line.

“Product[project] maturity models assist in determining the level of effectiveness your team has in the management of your organization's product, processes, services and people.”

Developing Product, Process and Project related Maturity Models assist in creating a well defined Road map for your Organizations Continued Improvement and Evolution.

In project management, Maturity Models are generally applied across the five process groups, however considering applying a broader scope  of this concept and expounding  the  application across the nine knowledge areas, could prove highly advantageous and extremely beneficial, particularly as it applies to the long term strategic goals of the performing organization and its evolution of products and services. NFB

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