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EPM Implementation 101 |
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Home > Articles > EPM Implementation 101 by Bill Vesey, PMP August 27, 2003 Government agencies are implementing enterprise project management systems and seeking to improve organizational efficiencies for a number of reasons, including the ability to define and apply agency-wide standards for planning and managing projects, the ability to share project data efficiently across the entire agency and the ability to view their entire portfolio of projects and identify those that are late, over budget and/or should be stopped. However, implementing an EPM in an agency lacking project management maturity can present both problems and opportunities for project managers responsible for managing these implementations.  
One way to determine an agency's project management maturity is through Capability Maturity Models (CMM) that provide a structured methodology to evaluate and improve project management processes through a series of incremental steps. While PMI is currently producing an Organizational Project Maturity Model (OPM3) standard for developing and assessing project management capabilities within any organization, until it is published later this year the Software Engineering Institute's five levels of organizational maturity are a good way to measure project management maturity. Please login/register to read the entire article.
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