Tài liệu Chapter 6_Project management process improvement docx

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Commissioning Improvement Initiatives

At this point we have assembled all of the tools we will need to implement a con￾tinuous project management process improvement program. Our next task is to

put all of this together into a coherent program that moves our project manage￾ment culture from its current maturity level to a desired end state. That end

state may encompass all 39 project management processes, all nine knowledge

areas, or only a selected number of processes or knowledge areas. The choice is

more a matter of responding to the business situation that has been created by a

higher than expected project failure rate than anything else.

6.1 Characteristics of an Improvement Program

An improvement program is a collection of improvement initiatives that are

related to one another because they are all focused on the processes within a sin￾gle knowledge area. Multiple improvement programs, each focusing on a differ￾ent knowledge area, may be conducted concurrently. This multiple program

effort is undertaken to raise the maturity level of the entire project management

environment. Such programs are high risk and should be undertaken only in

dire circumstances. The goal of a single improvement program is to raise the

maturity level of a single knowledge area to some specific level. That will happen

through a number of projects that are all dependent upon one another and by

focusing on different processes within the knowledge area. In order for the

knowledge area to reach a certain maturity level, all of the processes within that

knowledge area must be at or above the targeted maturity level.

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