Level 1: Initial Process
There is recognition of the need for accepted processes, but no established practices or standards. A rudimentary PMO may exist, but this is rare. Work is performed in an ad hoc fashion. Individual teams or groups within the organization may have their own ways of doing things, but documentation of their processes is loose and inadequate documentation makes it difficult to repeat the activities elsewhere. Management is aware of the importance of project integration, however, and at times asks for information on work results.
Project Charter Development
There is no formal requirement for a project charter; one may not be developed. If a project charter is produced, no prescribed format is followed. Hie content and layout vary by project and project manager.
Project Management Plan Development
Some project managers have developed individual versions of project management plans on an ad hoc basis; thus, each plan looks different with varying amounts of content and levels of detail. If a project management plan exists, it may include a scope statement and work breakdown structure (WBS) that consists of a basic set of milestones and, occasionally, deliverables. The plan may include independent milestones and key resource requirements.
Project Execution
Assignment of work is informal and is typically through verbal communications.
Project Knowledge Management
Knowledge capture is performed in an ad hoc manner and may not be formally archived. There are no formal mechanisms for capturing and sharing tacit knowledge, which includes beliefs, insights, experience, and “know how” types of information.
Monitoring and Controlling Project Work
The information on work results is developed on an ad hoc basis, in response to specific requests.
Integrated Change Control Management
Changes are communicated in an ad hoc manner to the project manager and in some cases directly to the team without project manager awareness or involvement. The project manager may or may not document change requests. The organization has no documented change control process and individual project managers apply their own approaches/to managing and controlling changes. Changes are unequally managed and, in many cases, not monitored. Configuration control of deliverables is loosely managed and controlled, if managed at all.
Project or Phase Closure
The final product or service is delivered informally, with or without customer acceptance. No procedures exist for dispersion of project team members or collection of project data.
Contracts for projects are loosely managed with minimal reporting requirements delineated in contracts. In large part, vendors and contractors are managed to end dates only.
Contract closure may be informal; payment processes are usually outside the purview of project managers and there may be communication failures at and beyond the closing of the project. Audits and the settlement of issues are reactive and may lead to litigation.
There are no procedures for shutting down a project that has been cancelled. No central system collects, integrates, and organizes project-related information tools, processes, and procedures across knowledge areas. Each project manager uses whatever system she or he desires.
Adaptive/Agile Environments
There is little or no collaboration (interactive meetings, informal dialog, and knowledge sharing) within the team.
There is little or no demonstration of Servant Leadership.
Special Interest Component: The Project Management Office
An informal PMO may exist that generally consists of one or two people who have an interest in bringing project management standards to the organization and are acknowledged as successful project managers. This is a PMO in name only. More often, a Level 1 organization has no PMO. Aspects of project management are handled as described below.
Project Support—Assistance to project teams regarding the scheduling of projects is available from the PMO.
Consulting and Mentoring—No help is available within the organization. Each project manager manages his or her project in the manner he or she desires.
Processes and Standards—Each project manager man- ages his or her project in the manner he or she desires.
Training—No formalized training is available. If training is requested, individuals are directed to seek outside sources. Guidance on project management concepts may be available to individuals upon request.
Project Management—Guidance on project management concepts may be available to individuals upon request.
Project Management Software Tools—Each project manager uses whatever scheduling tools and methodologies she or he desires. There is no tool commonality in the organization.
Adaptive/Agile Environments—A predictive/traditional PMO exists and requires agile initiatives to adhere to predictive/traditional processes, tools and reporting.
