Composition of the Model

The Capability Maturity Model shows "Means" and "Results" for five levels of PM maturity

• The Means
  • Process Performance
  • Technology Support that enables the Process
• The Results (Process X Tech Support = Results)
  • Expected level of Results
  • Expected Value received

MEANS

RESULTS

Maturity Levels

(I-V)

Process Performance

Technology Support

Quality/Predictability of Results

Value Determination

Comments

V) Fully Optimized

Project success rate is close to highest success rate

Stable PM Process are best in class

Processes automated and supported by expert systems

Almost complete certainty of results is achieved

There may be no commercial market for this level of performance

IV) Predictable Risk

Ability to routinely reduce uncertainty and project-related risk

Statistically stable processes routinely measured against industry standard performance metrics

Automation and background performance of processes/ tasks; automated decision support services

Reliability and predictability of results is significantly improved

Lower ROI on investments in data management accepted in exchange for reduced risks

This level may offer diminishing returns on investments; for many, it might be more cost effective to accept somewhat uncertain results and execute

III) Corporate Competency

Capabilities are institutionalized within company; enabled by mature technology

Standard, consistent, statistically capable, measurable processes; standardized process performance metrics begin to evolve

Integrated technology designed to enable emerging best practice processes; technology suppliers are partners in defining how technology accomplishes best results

Good quality results within specified tolerances most of the time; poorest individual performers improve towards best performers; more leverage achieved on best performers

Measurable; able to recognize costs and benefits, perform cost-benefit analyses, maximize ROI; more good results faster and with fewer people

Evidence of co-evolution of best practice processes and advanced technology; deployment of standardized processes and technology across multiple locations to leverage investments (economies of scale)

II) Managed

Standardized tasks and roles; introduction of advanced technology begins

Individuals develop and follow processes that work for them; processes not common among individuals or across locations

Unintegrated point solutions designed for specific tasks; individuals’ primary responsibility is to figure out how to integrate and use technology to accomplish results

Variable quality with some predictability; best individual performers put on business critical projects to reduce risk and improve results

Anecdotal; based on individual performers' capabilities and specific memorable events

Individuals' performance varies, but some may be highly effective.  This level is effective with a small number of people in single location, managing small-moderate projects

I) Base

Capable people and heroic efforts

No defined processes; individual performers may follow a different process each time

General purpose tools (i.e. Excel, Access) or none at all; data management is mainly personal function - not corporate

Corporation depends entirely on individuals; little or no corporate visibility into project management cost or performance; variable quality, low results predictability and repeatability

Subjective; gut feel for performance, costs and value received

Craftsman level of performance - prior to specialized technology and known best practices, only way to accomplish task