Maturity Model Strategy: Identify Where They Are Now And Whe

Maturity Model Strategy (Identify where they are now and where

Global Green Books Publishing is currently operating at a low maturity level in its project management processes. As evidenced by their inability to leverage new employees effectively, deliver products on schedule, ensure quality, and control costs, the company demonstrates characteristics of a nascent or initial stage in project management maturity. Their lack of a formalized framework, absence of project planning, scheduling tools, risk management processes, and stakeholder communication strategies further illustrates this low maturity. This initial stage is often characterized by ad hoc processes, reliance on individual heroics, and limited organizational discipline (Kerzner, 2022).

To advance, the organization should aim to reach a more defined or controlled stage where standardized processes are documented, repeatable, and improved systematically. Based on the current assessment, a reasonable target in the near term is the 'managed' level of maturity, where project execution becomes more predictable due to established policies and procedures. In the long term, a strategic goal should be to develop into an optimized organization where continuous improvements are ingrained, and project management is embedded as a core business process (PMI, 2021). Achieving this maturation will involve the adoption of structured methodologies, project management software, and a cultural shift toward discipline and accountability.

Contract Types

Given the company's stage of development and the liability issues stemming from employee skill sets, selecting appropriate contract types is crucial. For a small, growing company like Global Green Books, contractual arrangements should balance flexibility with risk mitigation. Fixed-price contracts may pose risks due to poor initial estimates and evolving project scopes, which the company currently faces. Conversely, cost-reimbursable contracts, such as time-and-materials, offer more flexibility and are better suited for projects with uncertain requirements or where the scope is likely to change, such as the customized eBooks for a college.

Furthermore, since the company relies heavily on part-time employees with varying skill levels, it is essential to have clear work scope definitions, performance metrics, and liability clauses. This approach minimizes risks associated with underqualified personnel and ensures quality standards are met. As the company matures, adopting hybrid contract strategies combining features of fixed-price and cost-reimbursable contracts can optimize project outcomes while managing liability. Additionally, employing performance-based contracts with incentives tied to schedule and quality achievements may motivate staff and align project objectives.

Human Resources and Staffing

Currently, Global Green Books’ staffing comprises part-time employees with varying degrees of experience, which is a double-edged sword. While flexibility is an advantage, the lack of formal HR policies, training, and development programs hampers effective project execution. Moving forward, the organization must focus on building a more structured human resource strategy. This includes recruiting full-time dedicated project staff, providing targeted training in project management best practices, and establishing competency development programs.

From a future perspective, the company should develop a comprehensive staffing plan aligned with strategic goals. This involves defining roles and responsibilities, competency requirements, and providing ongoing professional development opportunities. Implementing a mentorship or coaching program can foster knowledge transfer and skill development, particularly for part-time and entry-level staff. Additionally, cultivating a culture of accountability and continuous improvement will be vital in establishing a mature project management environment. Leveraging project management certifications such as PMP (Project Management Professional) can further enhance employee capabilities and organizational credibility.

Success

For a small but growing organization like Global Green Books, success must be defined both quantitatively and qualitatively. Quantitative measures could include on-time delivery rates, budget adherence, customer satisfaction scores, and defect or rework levels. Qualitative success factors include improved stakeholder trust, enhanced internal processes, and the development of a project management culture.

Specifically, success entails establishing standardized project procedures, reducing project delays to less than 5%, and controlling project costs within 10% of estimates within a specified period. Customer satisfaction should increase through timely delivery and high-quality products, evidenced by positive feedback and repeat business. Internally, success also involves creating a sustainable project management framework with trained personnel and comprehensive documentation. Ultimately, success for the organization is achieving a reliable, repeatable project delivery process that supports business growth and strategic objectives, transitioning from reactive to proactive project management.

Stress and Conflict Resolution

Stress and conflict are inevitable, particularly during periods of organizational change and growth. In Global Green Books’ case, stress manifests in missed deadlines, increased defects, and cost overruns, which can generate workplace tension and employee dissatisfaction. Effective conflict resolution strategies are necessary to maintain team cohesion and productivity.

Implementing structured conflict management techniques such as open communication channels, conflict resolution training, and mediation can foster a positive work environment. Regular project review meetings that encourage team members to express concerns proactively help identify issues early, minimizing stress accumulation. Providing stress management resources, such as employee support programs and workload balancing, is also vital. Promoting a culture of collaboration rather than blame reduces tension and encourages shared responsibility for project outcomes. These strategies will help the organization navigate stressful periods more effectively, fostering resilience and continuous improvement (Kerzner, 2022).

Executives

As a young company, the role of executives is pivotal in establishing a project management-oriented culture. Currently, leadership may lack sufficient awareness or emphasis on formal project management practices. For meaningful transition, top management must champion project management initiatives, allocating resources, enforcing standards, and modeling disciplined project execution.

Future actions should include integrating project management goals into strategic planning and decision-making processes. Executives need training to understand the value of project management metrics and governance frameworks, enabling them to provide effective oversight and support. Establishing a project management office (PMO) or governance committee can facilitate this shift. Moreover, leadership must communicate clearly that project management is a strategic enabler, essential for achieving business objectives, thus fostering organizational buy-in and cultural change.

In sum, executive engagement and strategic alignment are critical in embedding project management into the company's fabric. This involvement ensures that project management becomes not just a set of tools but a core driver of organizational success within a growing enterprise.

References

• Kerzner, H. (2022). Project management: a systems approach to planning, scheduling, and controlling (13th ed.). Wiley.
• Project Management Institute. (2021). A guide to the Project Management Body of Knowledge (PMBOK guide) (7th ed.). Project Management Institute.
• Burke, R. (2013). Project management: planning and control techniques. John Wiley & Sons.
• Pinto, J. K. (2020). Project management: achieving competitive advantage (5th ed.). Pearson.
• Heldman, K. (2018). Project management jumpstart. John Wiley & Sons.
• Schwalbe, K. (2018). Information technology project management (9th ed.). Cengage Learning.
• PMI. (2017). The standard for program management. Project Management Institute.
• Meredith, J. R., & Mantel, S. J. (2014). Project management: a managerial approach (8th ed.). Wiley.
• Leach, L. P. (2009). Critical chain project management. Artech House.
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