Honeywell’s Project Management Maturity Level

Business organizations have lifecycles; as they grow, they mature and undertake a lot of complex projects. When business grows, it employs more people. Efficient business organizations accomplish their mission, goals and objectives by maximizing workforce capacity and capability (Orr, 2004, p. 61). Project management enables business managers to achieve organization goals and objectives within stipulated timelines and budgets. Organizations have a mix of short, medium and long term goals and projects, which are monitored and managed simultaneously. Project management maturity models enable managers to supervise and manage all goals simultaneously. Project management maturity model is a tool used to measure the efficacy at which an organization achieves goals by identifying steps necessary to achieve targets. Besides, it enables easier identification of weaknesses in project management.

Project management maturity models help organizations to plan for and understand the project management processes; besides, they ensure that projects reflect and attain organization’s long term goals. In the process of developing a suitable project maturity model, business managers identify organization capabilities and shortcomings; during the process organizational limitations are addressed through planning, training and hiring new employees.

For the purposes of Honeywell, I use project management process maturity level 5 because it allows a continuous evaluation and improvement. Project management process maturity level 5 enables an organization to evolve from “a functionally-driven organization to a project-driven organization” (Kwaks & Ibbs, 2000, para. 1). It enables an organization to gain a competitive advantage by identifying capabilities and opportunities for growth in addition to determining the weaknesses, and threats from competing organizations. An organization ensures that it develops competitive human resource structures by attracting, hiring and retaining competent people (Kwak and Ibbs, 2000, para. 1). A competitive human resource model ensures that all employees understand and appreciate project management processes. Human resource is a critical component for implementation because employees facilitate project management. According to Hartwig and Smith (2011) “senior management is engaged in ensuring that continuous improvement activities receive priority and resources, and that business practices continue to evolve with optimized processes” (p. 4). At level 5, an organization uses technology to simplify organization process whilst increasing efficiency (Wysocki, 2011, p. 61). Project management process maturity level 5 enables an organization to plan for improved efficiency and develop process needed (Kwaks and Ibbs, 2000, para. 1). Other levels under this model are ad-hoc level 1, planned level 2, managed level 3 and integrated level 4 (Kwaks and Ibbs, 2000, para. 2).

Honeywell is at level 1 because it is at the initial stages of developing and implementing project management maturity models. In addition, according to Hartwig and Smith (2011) “senior management strategy for a project and program management is lacking. The efforts around project management are functionally isolated, as each person, and organization attempts to perform project management their own way” (p. 4). Honeywell Implements projects in an ad-hoc manner, which allows for inefficient processes, poor data collection and analysis. It, therefore, allows massive opportunities for mistakes. In order for Honeywell to move up the scale to level 5, it must hire and train managers with an aim of developing and implementing management process. In addition, management must put in place tools and processes for retraining current employees while hiring fresh staff. Finally, management at Honeywell must plan, manage, integrate and sustain the process that ensures efficiency and competitiveness in the market place (Forsberg, Mooz & Cotterman, 2005, p. 20). Training of all employees guarantees that Honeywell moves up the ladder to level 5.

Reference List

Forsberg, K., Mooz, H., and Cotterman, H. (2005). Visualizing Project Management: Models and Frameworks for Mastering Complex Systems. New Jersey: John Wiley & Sons.

Hartwig L & Smith, M. (2011). Honeywell FM & T: Project Management Maturity Model. Web.

Kwak, Y & Ibbs, W. (1997). Project Management Process Maturity Models. Web.

Orr, A. (2004). Advanced Project Management: A Complete Giude to the Key Processes, Models and Techniques. London: Kogan Page Ltd.

Wysocki, R. (2011). Executive Guide to Project Management: Organization Processes and Practices for Supporting Complex Projects. New Jersey: John Wiley & Sons.