Project Management Capability Model

University of Wisconsin Madison
Executive Education
Project Management Capability Model

Version 1.0
May 2005
Copyright 2005, University of Wisconsin-Madison, Masters Certificate in Project Management Program
Project Management Framework

High Level Task Framework
Conceptualizing
I
D
E
A
S
Initiating
Planning
Executing &
Control
Monitor
Project
Performance
Summarize
Project
Performance
Manage
Change
Get Signoff
Concept
Charter
Full Team
PM &
Sponsor
Functional
Requirements
Costs &
Benefits
Core Team
Work
Breakdown
Structure
Business
Case
Statement of
Work
Detailed
Budget
Milestones
Risk
Management
Manage Risk
Manage
Issues
Closing
Release
Resources
Celebrate
C
U
S
T
O
M
E
R
S
Project Management Framework Task

Framework Detail
Conceptualizing
Initiating
Planning
1) Develop Concept
Statement
2) Define Project Mission
and Vision
12) Set Up Project

Notebook
3) Identify Stakeholders
13) Draft Project Charter
4) Estimate Cost, Benefit,
and Feasibility at
Organizational Level
5) Identify High Level
Organizational Constraints
6) Identify Sponsor and

Project Manager
9)
Approve
Business
Case
14) Investigate Impact of

Climate and Culture
15) Identify Core Team and
Gain Approval for Their
Participation
17) Refine Project Charter
8) Develop Business Case
No
22) Hold Kickoff Meeting
16) Define Functional

Requirements
7) Define High Level

Business Requirements
Yes
10) Re-examine
Project Concept
11) Prioritize Project
with Organization
20) Develop Project

Control Plan (A)
21) Identify Full Team
(Functional Areas and
People) (B)
18) Examine Alternative

Project Strategies and
Select One
19) Finalize Project
Charter (Statement of
Work) and Gain Approvals
19a) Start Risk

Identification
23) Create Work

Breakdown Structure
(WBS) and Packages
Closing
30) Create Project
Schedule and confirm
Critical Path
38) Summarize Project
Performance
31) Identify/Confirm
Milestones and Specific
Deliverables
39) Get Sign-off on Project
32) Finalize Risk

Management Plan
40) Evaluate Project

Performance Identify
Lessons Learned
33) Finalize and Gain

Approval on Project Plan
41) Complete Project

Notebook
24) Create Network or

Activity Diagram
Executing &
Control
25) Create Initial WBS

Time & Cost Estimates
26) Assign Resources

to Tasks
27) Develop Detailed
Project Budget
42) Conduct Final

Individual /Management
and Release Resources
34) Execute Plan &

Perform Work
43) Celebrate Project

Completion
35) Measure and Report

Project Performance
28) Confirm Resource

Allocations and Estimates
36) Manage Change,

Issues, and Risks
29) Update Detailed

Project Budget
No
37)
Project
Complete?
Yes

University of Wisconsin-Madison
Strategic
Planning
I
D
E
A
S
Financial
Management
Professional
Ethics
People &
Culture
Business Leadership & Management

(Organizational Infrastructure)
Portfolio Management
(Project Infrastructure)
Strategic Alignment
Inter-project Planning
Inter-project Resource
Allocation
Inter-Project Integration
Inter-Project Change
Management
Tools and Templates
Project Management
Project Integration
Human Resource Management
Scope Management
Communications Management
Time Management
Risk Management
Cost Management
Procurement Management
Quality Management
Products &
Services
Business Case Management
Professional Development
Performance Management
Executive Sponsorship
Measures & Metrics

Results Management
Life Cycle Management
C
U
S
T
O
M
E
R
S
Ad Hoc Level 1
Strategic
Planning

I
D
E
A
S
Financial
Management
Professional
Ethics
People &
Culture
Products &
Services
Strategic Alignment
Allocation
Management
Tools and Templates
Project Management
Project Integration
Scope
Management
Time
Management
Cost
Management
Quality Management
Risk Management
De Facto Executive
Sponsorship
Measures & Metrics

Results Management
C
U
S
T
O
M
E
R
S
Intentional Level 2
Strategic
Planning

I
D
E
A
S
Financial
Management
Professional
Ethics
People &
Culture
Products &
Services
Strategic Alignment
Allocation
Management
Tools and Templates
Project Management
Project
Integration
Human Resource
Management
Scope
Management
Communications
Management
Time
Management
Risk Management
Cost
Management
Performance
Quality Management
Management
De Facto Executive
Sponsorship
C
U
S
Measures & Metrics T
Results Management
O
M
E
R
S
Standardization Level 3
Strategic
Planning

C
U
Strategic
Alignment
S
Management
Tools and Templates
Measures & Metrics T
Allocation
Results
Project Management
O
Management
Project
Human Resource
M
Life Cycle
Integration
Management
Management
Scope
Communications
E
Management
Management
Time
Risk Management
R
Management
S
Cost
Business Case
I
D
E
A
S
Financial
Management
Professional
Ethics
People &
Culture
Products &
Services
Management
Management
Quality
Performance
Management
Management
Portfolio Management Level 4

Strategic
Planning

I
D
E
A
S
Financial
Management
Professional
Ethics
People &
Culture
Strategic Alignment
Allocation
Management
Tools and Templates
Project Management
Project Integration
Scope Management
Time Management
Risk Management
Cost Management
Quality Management
Products &
Services
Measures & Metrics

Results Management
C
U
S
T
O
M
E
R
S
Deciding on Desired Capability Level

1.
2.
3.
4.
5.
6.
What is the current capability level of project

management in each area of the organization?
Are we optimizing business results with how we are
doing project management throughout the organization?
How much pain or dissatisfaction are we experiencing
from how we are practicing project management?
How much time and money do we want to invest in
building the PM capability levels? Do we have the
resources?
Realistically, how fast can we build capability levels?
Is our organizational culture ready to support what is
needed for each capability level?

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University of Wisconsin Madison