1.
Describe three final details that must be considered before a project can be complete
2.
Summarize a complete project, including initiation, establishment, development, and assessment
3.
Develop a personal management approach
4.
Establish realistic goals for managing a successful project
5.
Develop a working project calendar
Reflecting on what you have learned in this course about maturity models and benchmarking. Examine application of maturity models and benchmarking in the following case study. Describe the tools used to improve the organization's project management maturity level. What was the result?
https://www.pmi.org/learning/library/amerihealth-mercy-family-companies-10463
AmeriHealth Mercy is a national organization who has a demanding and versatile business portfolio. Being a mission driven organization, they maintain a continuously evolving, yet challenging variety of projects to help introduce new products and expand into new geographic areas. RuthAnne Guerrero, Vice President of PMO and Process Improvement for AmeriHealth Mercy, wanted to maximize
the effectiveness of it’s project management processes by identifying opportunities where they could improve performance and improve its abilities to define, manage, and deliver projects in support of company goals. Having such a diversified company portfolio with business expanding into many geographical locations made external benchmarking a bad option. RuthAnne opted to hire a Project Management Institute (PMI) Certified Consultant to conduct an Organizational Project Management Maturity Model (OPM3) ProductSuite Assessment of internal operations. Her beliefs were comparative to Hillson in that a successful business will be the one that manages its projects effectively, maximize competitive benefits; while minimizing the risks (Hillson 2001).
OPM3 focuses on three key elements: Knowledge, Assessment, and Improvement. AmeriHealth Mercy had previously participated in an online version of the assessment, but wanted to have a certified
consultant work with and analyze current practices in real time. OPM3® helps organizations understand their project management processes, ensures that their projects are tied to the organization’s larger strategy, and measures and guides their capabilities for improvement. Data is collected from most if not
all of the ten project management knowledge areas (PMBOK p. 23-25) based on determined best practices. Additionally, focus on Enterprise Environmental Factors (EEFs) internal to the organization are analyzed and considered when comparing against industry peers (PMBOK p. 37-39). Once completed, the assessment provides a baseline for measuring the procedures and processes used to advance the maturity of the organization based on factual, quantified and qualified information (PSCG p.3).
AmeriHealth’s PMO organized a team to implement improvements in areas suggested by the assessment such as adding core portfolio processes for project management, choosing projects that align with organizational strategy, and controlling project costs. The PMO also included the provision that all projects will have one or more criteria that can be used as measures of performance (MOPs). AmeriHealth Mercy started to prioritize projects based on four key project performance indicators that best suit strategic goals, instituted a Strategic Value Assessment tool with ten questions for preliminary choosing projects, developed a RASCI Diagram that identifies a project’s deliverables and person(s) responsible, and they started a standardization of documents used by the PMO group.
