LIMITATIONS OF THE APPLICABILITY OF THE PRADO-MMGP MODEL

We said that the model was created to be applied in areas of organizations where we have a portfolio of projects. A question naturally arises: are there limitations to the use of the Prado-MMGP maturity model? The answer to this question is that the spectrum of application of the model is the same as that of applying the traditional project management (particularly work management) approach in its entirety, as shown elsewhere on this site.

Our experience has shown that the maturity model finds little acceptance for application in scenarios where the project portfolio is made up of components for which the use of the traditional project management approach in its complete form encounters difficulties. These are generally scenarios that include simple projects and/or with small teams and/or short duration, and/or very high uncertainty, requiring little need for project management methods, processes and tools. Among the scenarios in question we can mention engineering/architecture offices, innovation (ideation) offices, and certain consulting companies, specifically those in which projects are of short duration.  And even the one found in start-ups.  

In cases like these, the person responsible for a project prefers to focus on product management, stating that work management does not add value and is just a bureaucracy of filling out documents that are not very useful. When the use of work management occurs, it is either due to the existence of external pressures (investors, etc.) or, alternatively, some inclination towards the topic on the part of those responsible. Even so, with minimal use of documentation, such as, for example, the use of time management software (MS-Project, Jira, Trello, etc.). In the latter case, generally the person responsible for the area does not show interest in evolving in the use of more advanced aspects of project management. In conclusion, management goes from this to intuitive without any documentation, even with a minimum of documentation. 

It is also important to highlight the software project scenario, specifically that scenario in which all projects are planned and monitored using the agile approach, which has its own tools, both for product management and work management.

All the cases mentioned above will find it difficult to see themselves portrayed within the texts of the Prado-MMGP maturity questionnaire questions.

Finally, it is good to make it clear that:

• The model assesses the maturity of one area where we have a portfolio of projects.
• The model was not designed to assess the maturity of all areas of an organization. 
• The model was not designed to assess the maturity of a PMO. There are specific models for this.
• The model was not designed to assess the maturity of a single isolated Project.