The main purpose of a project management maturity model is to “provide a plan and a framework for achieving excellence in program management” (Hartwig and Smith, 2000, p. 3). Likewise, the 5 level project management process maturity model aims at transforming an organization from being functionally-drive to project-driven (Kwak and Ibbs, 2000). Level 4 of the 5 level project management process maturity model combines and controls a number of projects to attain precision (Kwak and Ibbs, 2000). For that reason, this level closely resembles Six Sigma. Six Sigma is a method of measuring quality that attempts to achieve results that are near perfection. This essay uses the 5 level project management process maturity model to discus how Honeywell can move from Level 3 to Level 4.
This essay assumes that Honeywell has already gone through level 3 of the 5 level project management process maturity model and now wants to proceed to level 4. For that reason, Honeywell’s project manager has already introduced professionalism in project management. In addition, problems affecting project management have already been indentified and documented, formal methods applied to collect data and a cross-functional team integrated to form a project management team. Nonetheless, in level 3, Honeywell cannot effectively integrate and manage multiple projects (Kwak and Ibbs, 2000).
To do so, Honeywell must move from level 3 to level 4. According to Kwak and Ibbs (2000), an organization at level 4 is able to define, quantitatively measure, understand and implement project management processes. Additionally, the project management team has the ability to use data collected to predict and prevent occurrences that may adversely affect productivity or quality of products (Kwak and Ibbs, 2000). Therefore, in this level, decision making is based on facts. At the same time, an organization has a strong project management team and trainings are well planned and provided to all employees.
Level 4 is sometimes synonymous to the application of the Six Sigma (Gack, 2010). Therefore, Six Sigma and project management have so much in common. For instance, both processes indentify and communicate with stakeholders and conduct continuous monitoring and evaluation (Gack, 2010). In addition, both processes aim at minimizing failures and managing costs and schedules. Furthermore, the two processes seek avoid defects and control risks. Six Sigma, therefore, complements project management, but does not replace it (Rever, n.d.). In addition, Six Sigma provides additional features to project management (Rever, n.d.).
For instance, Six Sigma provides project managers with a number of process’ enhancement steps and tools. Secondly, Six Sigma enables a project manager to comprehend and improve outcomes through statistical and other methods. In addition, a project manager is able to understand variations in the variables being measured. Therefore, when the Six Sigma is applied, key decisions are based on factual data.
At level 4 of the 5 level project management process maturity model, there is full implementation of integrated project management processes. Therefore, Honeywell must be able to successfully plan and control multiple projects in a professional manner if it is to reach level 4. Consequently, Honeywell must use maturity level results and the lessons learned from the assessments to reach level 4. Honeywell main aim to improve its project management processes (Hartwig and Smith, 2000). However, a project manager can only be able to improve processes after improving major performance indices (Rever, n.d.). According to Rever (n.d.), Six Sigma’s tools and methods are the best ways of improving processes in project management. “If you can’t describe what you are doing as a process, you don’t know what you’re doing” (Rever, n.d., Para 4). Therefore, in order to move to level 4, the management of Honeywell must focus on a strategy that focuses on key project management variables.
Applications of the Six Sigma will, hence, help Honeywell use a logical and a fact based approach to indentify root causes of problems within its projects (Rever, n.d.). Subsequently, Six Sigma will help Honeywell’s management device ways of preventing the reoccurrence of these problems. Six Sigma defines measures, analyzes, improves and manages business results (Rever, n.d.). These are the five steps in which Six Sigma can help Honeywell’s project manager improve results (Rever, n.d.).
Therefore, Honeywell’s management must undertake extensive planning to ensure that its projects are set up correctly. Secondly, Honeywell’s management must ensure that available data is enough and accurate.Thirdly, Honeywell’s management must be able to use available data to improve project management processes. Various statistical tools can be used to present, analyze and interpret available data. Fourthly, Honeywell’s management must ensure that final recommendations make a sustainable difference in its project management processes. Therefore, all recommendations must be verified and validated. Finally, all improved processes must be handed over to the project managers and other specialists. This act helps maintain long-term gains and improvements.
In conclusion, Level 4 of the 5 level project management process maturity model combines and controls a number of projects to attain precision (Kwak and Ibbs, 2000). Likewise, Six Sigma ensures that all measurements done are almost perfect (Gack, 2010). Therefore, Six Sigma ensures that project management processes are improved and deviations are reduced. For that reason, in order to reach level 4, Honeywell must compliment its project management with Six Sigma.
References
Gack, G. A. (2010). Six sigma and the project management body of knowledge. Web.
Hartwig, L. & Smith, M. (n.d.). Honeywell FM&T – project management maturity model. Web.
Kwak, Y. H. & Ibbs, C. W. (2000). Project management process maturity model (PM) 2. Web.
Rever, H. (n.d.). Six sigma can help project managers improve results. Web.