Kamand LTD make all strategy scenario for Your Company 2025-2030.
A model is essentially a description of an ideal state in project management and a collection of approaches that allow organizations to assess how they align with such a model. The model defines five levels of maturity, which are outlined as follows five levels.
Level 1 – Process Awareness Exists
Processes are usually not documented. There are few or no process descriptions. It is widely understood that management identifies the necessary actions, but practices depend on specific events or personal preferences, making them highly subjective and variable. As a result, processes are underdeveloped, although there is general acknowledgment that such processes should be prepared in the future.
The underdevelopment or incompleteness of processes means that essential actions based on best practices are either not undertaken or only partially implemented. There are few, if any, supporting instructions or documents, and organizational terminology lacks standardization—for example, terms like business case, risk, issue, etc., may be interpreted differently by managers and team members.
Organizations at Level 1 may successfully complete certain projects, but this is usually due to the competencies of key individuals rather than the use of institutional knowledge and capabilities. Additionally, such “successes” often come at the cost of budget overruns and/or delays due to the lack of formal principles.
Level 2 – Processes Are Applied
The organization can demonstrate, through specific projects, that basic management practices have been established—such as tracking expenditures and resource scheduling—and that management processes have been developed. Key individuals can provide records that demonstrate effective progress tracking, enabling the organization to repeat previous successes in the future.
Process discipline is likely not very rigorous, but where processes have been developed, projects are executed and managed according to documented plans.
Key staff members have likely undergone basic general training.
Significant risks of cost and schedule overruns persist. The primary factors causing challenges and leading to failures often include inappropriate success metrics, ambiguously defined accountability for achieving and aligning business objectives, lack of fully integrated risk management, limited experience in change management, and insufficient information about strategy.
Level 3 – Processes Are Defined
Management and technological processes necessary to achieve organizational goals are documented, standardized, and integrated with other business processes within the company. Process ownership is typically assigned, and a group of individuals responsible for maintaining consistency and improving processes across the organization is established.
A training plan is most likely in place to develop the knowledge and skills of individuals so they can fulfill their assigned roles with ease. A key aspect of quality management is the widespread use of peer reviews of specific products to better understand opportunities for process improvement and eliminate potential weaknesses.
The main difference between Level 2 and Level 3 is the extent of process standardization, documentation, and procedures—that is, their purpose, inputs, activities, roles, verification methods, outputs, and acceptance criteria. This allows for more proactive process management by leveraging knowledge of interdependencies and familiarity with process and product metrics. These standardized processes can be tailored (scaled) for specific requirements and circumstances but in a manner consistent with established principles.
Level 4 – Processes Are Managed
Level 4 is characterized by mature behaviors and processes managed based on objective measurement—that is, controlled using metrics and quantitative techniques. Measurable goals related to process quality and performance are documented. These goals serve as criteria for process management. Collected measurement data are incorporated into the organization’s overall performance measurement system and are mandatorily considered during portfolio analysis and ongoing evaluations of organizational constraints and capabilities.
An additional benefit for the organization is increased predictability of process performance.
Level 5 – Processes Are Optimized
The organization focuses on optimizing its quantitatively managed processes, considering changing business needs and external factors. Future expectations regarding performance and production capabilities are anticipated based on market demands—for example, through the use of portfolio analyses.