Choosing the right route

The attractive notion of ‘best practice’ within each business sector has created an eager market for models, methods and comparative measures. We all feel safest when following a proven path, so the creation and sponsorship of these ‘maturity models’ by professional bodies seems to give us ‘legitimate’ external standards to judge against. The score, rating or badge becomes all important. However, this only works if an appropriate model has been chosen from the many.

Which model?

Some of the models that are particularly suited to a project-based environment have recently been reviewed by the APM: Models to Improve the Management of Projects is written by a specially selected expert panel, including Monty Finniston Award holder Terry Cooke-Davies and IPMA Vice President Mary McKinlay. Using the right maturity model and benchmark can be a persuasive indicator that inspires you to act and improve the right things for your situation. The wrong model will drive the wrong behaviour and results.

Who is going to improve what?

It is very common for a project management professional to be expected to achieve both delivery promises and to produce this sort of lasting business change as a sideline (like sort-out a ‘better’ requirements, change or configuration management process). Taking this route, will almost certainly lead to sub-optimal solutions to just a few isolated problems.

Real life cases are proving that the maximum benefit can be achieved by identifying the underlying client drivers, strategic fit and key process areas, and then sponsoring this business change as an independent (consultancy-led) project. A skilled appraisal and implementation sets you on the road to releasing the real potential for your business or organisation. Not just a target, score, rating or a badge, but a real and lasting improvement in what you do for your customers.

So go on – pick a model!