Activity 9.5
MGMT 391 Introduction to Project Management

Embry-Riddle Aeronautical University

To whom it may concern,
In order to understand what your organization has just gone through, I will explain the Berkeley’s project management maturity model. It was developed by several organizations based on the Capability Maturity Model, an earlier version of Capability Maturity Model Integration. It started just as organizations realized the need to improve their own software development processes and systems and to develop their project management processes and systems for all kinds of projects. The Berkeley’s project management process maturity model is comprised of five levels.
In the ad-hoc stage, there are no recognized procedures or plans to implement the project (Schwalbe, 2013). The activities of the project are inadequately defined and cost assessments are mediocre. Associated data collection and analysis are not directed in the process maturity. These processes are absolutely erratic and poorly controlled without any formal steps or guidelines to warrant process maturity methods and practices. The utilization of process maturity tools and practices is unreliable and only applied infrequently, if at all.
At the planned stage, project management processes, problem areas, and data are casually defined, identified, and collected (Schwalbe, 2013). Select process maturity problems are acknowledged, but these glitches are not documented or remedied. These associated data collections and analyses are informally guided but still are not documented. Still, these processes are somewhat accepted and coordinated by project mangers, but the planning and management of projects is contingent on individuals.
With the managed stage, formal project planning and control systems and data are managed (Schwalbe, 2013). The majority of the problems concerning project