The primary purpose of the 5-Level (PM)2 Model is to use as a reference point or a yardstick for an organization applying PM practices and processes. This 5-Level (PM)2 Model further suggest an organizationís application expertise and the organizationís use of technology, or it might produce recommendations on how to hire, motivate, and retain competent people. It can also provide and guide necessary processes and requirements for what is needed to achieve a higher PM Maturity level. The following subsections describes each level in more detail.
Organizations at Level 1 are functionally isolated and are not familiar with the PM concept or the project-oriented organizational structure. Moreover, senior management does not understand key issues of PM. Therefore, the projectís success depends on individual efforts rather than the implementation of effective PM processes. Overall, the project lacks the disciplined process that PM affords. A Level 1 organization can be described as trying to establish a basic PM process.
The organization at Level 2 is more team-oriented than Level 1. The projectís basic commitments are understood by the project team. This organization possesses a strength in doing similar and repeatable work. However, when the organization is presented with new and unfamiliar projects, the organization confronts major chaos in managing and controlling the project. Level 2 PM processes are efficient in individual project planning.
An organization at Level 3 concentrates on systematic and structured project planning and control. Project groups work together to manage the projects efficiently. People are trained to understand and to apply PM skills and practices. This organization works hard to integrate cross-functional teams to form a project team.
A Level 4 organization can conduct multiple project planning and control. Also, a strong sense of teamwork exists within each project and within project teams. PM training is fully planned and is provided to the entire organization according to the respective role of people in the project team. Integrated PM processes are fully implemented at this level. Level 4 organizations succeed in planning and controlling multiple projects in a professional matter.
Organizations at Level 5 are involved in the continuous improvement of PM processes and practices. Each member of the project team spends efforts to maintain and to sustain the project-driven environment. Project teams are dynamic, energetic, and fluid to achieve project-oriented, project-centered organization.
For example, assume that scheduling techniques evolve from drawing simple bar charts, to developing project network diagrams, to conducting a complex simulation for resource optimization. An organization that has a high PM level does not always have to conduct expensive simulation or resource leveling to find an optimal schedule and resources using highly sophisticated PM tools. At higher PM level, an organization can apply eligible sets of PM processes and requirements based on the nature or complexity of a project.