Topic: Business Development, Project Management, and Knowledge Management Maturity Models: The Prelude to Organizational Excellence

Abstract: Increasingly, projects are recognized as major components of almost every organization’s work, primarily because projects ensure that organizations remain leaders in their fields by virtue of being directly responsible for creating valuable organizational assets. As a result, there is a trend in many organizations toward using sophisticated tools and techniques in managing projects. Effective project management is considered an essential value proposition for organizations that are committed to improving their competitive edge. Achieving maturity through the implementation of standard methodologies, processes, and procedures to promote repeatable success is viewed as an approach to ensure overall organizational excellence. Numerous maturity models have been developed in various areas. In project management, notably, the Project Management Institute released its organizational project management maturity model (OPM3) in December 2003. However, a broader perspective is required that also includes business development and knowledge management maturity. This presentation describes initiatives under way in the full life cycle beginning with business development and then project management with a focus throughout on knowledge management. It further describes what happens in a typical assessment process and the link between maturity models and organizational success.

Presenter: Dr. Ginger Levin

Presenter Bio: Dr. Ginger Levin is a Senior Consultant and Educator in project management. Her specialty areas are portfolio management, the Project Management Office, metrics, and maturity assessments. She is the only person who holds all of the Project Management Institute’s credentials – a CAPM, PMP, and PgMP – and is also certified as an OPM3 Assessor and Consultant. In addition, Dr. Levin is a Lecturer for the University of Wisconsin-Platteville where she teaches in its M.S. in Project Management Program. In consulting, she has served as Project Manager in numerous efforts for Fortune 500 and public sector clients, including Bank One, UPS, Citibank, the Food and Drug Administration, General Electric, The Timken Company, John Deere, Schreiber Foods, New York City Transit Authority, and the U.S. Department of Agriculture. Prior to her work in consulting, she held positions of increasing responsibility with the U.S. Government, including the Federal Aviation Administration, Office of Personnel Management, and the General Accounting Office. She is the co-author of Project Portfolio Management, Metrics for Project Management, Achieving Project Management Success with Virtual Teams, Advanced Project Management Office A Comprehensive Look at Function and Implementation, People Skills for Project Managers, Essential People Skills for Project Manager, The Business Development Capability Maturity Modelt, and ESI’s PMP Challenge! PMP Study Guide, and CAPM™ Prep Guide. Dr. Levin received her doctorate in Information Systems Technology and Public Administration from The George Washington University, and received the Outstanding Dissertation Award for her research on large organizations. You can reach Dr. Ginger Levin, at ginlevin@aol.com
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