Excellence in project management cannot occur, at least not within a reasonable
time frame, without some form of strategic planning for project management.
Although the principles of strategic planning have been known for several
decades, an understanding of their applicability to project management is relatively
new. Today, as more companies recognize the benefits that project management
can provide to their “bottom line,” the need for strategic planning for
project management has been identified as a high priority.
This book is broken down into two major parts. The first part, Chapters 1 to
3, discusses the principles of strategic planning and how it relates to project management.
The second part, Chapters 4 to 10, details the project management maturity
model (PMMM), which will provide organizations with general guidance
on how to perform strategic planning for project management. The various levels,
or stages of development, for achieving project management maturity, and the accompanying
assessment instruments, can be used to validate how far along the
maturity curve the organization has progressed. The PMMM has been industry
validated. One large company requires that, each month, managers and executives
take the assessment instrument exams and then verify that progress toward maturity
is taking place from reporting period to reporting period.