"It has often been said that 'to improve, one must be prepared to measure the improvement' and 'one must inspect what one expects.' The Kerzner Project Management Maturity Model has provided this tangible measure of maturity. The rest is up to a company to set the expectations and to inspect the results. - Bill Marshall, Nortel Global Project Process Standards (from the Foreword)Strategic planning for project management-a proven model for assessment and continuous improvementHarold Kerzner's landmark Project Management has long been the reference of choice for outstanding coverage of the basic principles and concepts of project management. Now, with the Project Management Maturity Model (PMMM) detailed in this new book, Kerzner has developed a unique, industry-validated tool for helping companies assess their progress in integrating project management throughout their organization.Strategic Planning for Project Management Using a Project Management Maturity Model begins by examining the principles of strategic planning and how they relate to project management. The second part of the book introduces the PMMM, detailing the five different levels of development for achieving maturity, along with benchmarking instruments for measuring an organization's progress along the maturity curve. These assessment tools can easily be customized to suit individual companies-a particularly valuable feature of the model.Offering vital guidance for making project management a strategic tool for competitive advantage, this book helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence.

“人们常说‘要改进，就必须准备好衡量改进’和‘就必须检查自己所期望的。’柯兹纳项目管理成熟度模型提供了这种有形的成熟度衡量标准。剩下的是由一家公司来设定期望和检查结果。-Bill Marshall，Nortel Global Project Process Standards（从前言开始）项目管理战略规划-一个经验证的评估和持续改进模型Rold Kerzner的里程碑式项目管理长期以来一直是优秀的项目管理基本原则和概念的参考。现在，在这本新书中详细介绍了项目管理成熟度模型（PMMM），Kerzner开发了一个独特的，用于帮助公司评估其在整个组织中集成项目管理的进度的行业验证工具。使用项目管理成熟度模型的项目管理战略规划首先检查战略规划的原则以及它们与项目管理的关系。本书的第二部分介绍了PMMM，详细说明了实现成熟度的五个不同的开发级别，以及度量组织在成熟度曲线上的进度的基准工具。这些评估工具可以很容易地定制，以适应个别公司-一个特别有价值的特点的模式。提供了重要的指导，使项目管理战略工具的竞争优势，这本书帮助经理，工程师，项目团队成员，商务顾问，而其他公司则为公司的改进和卓越奠定了坚实的基础。