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Essay / Research Paper Abstract
An 8 page paper discussing Kerzner's Project Management Maturity Model (PM3) and Cisco Systems' likely position at Level 3 of the 5-level model. The paper offers three strategies that Cisco might take in moving to Level 4, that at which benchmarking is common. As its industry leader, Cisco can find excuses for not benchmarking companies in its own industry, none of which know Cisco's success. It can find lessons in other industries, however, and the paper recommends that it benchmark leaders in other industries as well as leaders in other industries in its economic sector. Bibliography lists 5 sources.
Page Count:
8 pages (~225 words per page)
File: CC6_KSprojMgCisco.rtf
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Unformatted sample text from the term paper:
Systems is one of the leading providers of network-related hardware and training. The networking industry has fallen on hard times in recent years but recently has been rebounding at
last. As the hardware and networking industry continues to recover, Cisco has an opportunity to assess internal processes that can have little attention during periods of rapid growth and
high intensity. Assessment of Ciscos approach to project management indicates that it currently occupies a Level 3 space on the Kerzner scale of
Project Management Maturity Model (PM3). It is beneficial to progress past that point into Level 4 and eventually to the pinnacle position of the model, Level 5. The
purpose here is to devise a plan that will enable Cisco to move into Level 4. The Kerzner Scale Kerzner (2003) provides five
levels of project management maturity. Any level is more beneficial to the organization than the one preceding it, and certainly any formal approach to effective project management is preferable
to the absence of such an approach. Jeffery and Leliveld (2004) report that in 2002, companies spent $780 billion on IT in the US alone, and that as many
as "68% of corporate IT projects are neither on time nor on budget, and they dont deliver the originally stated business goals" (p. 41). The fact is not news
to anyone working in IT project management, but its magnitude may be. At a time when business is more competitive than at any other time in the past, it
would seem that controlling these costs and eliminating waste of resources would have become critical activities. Jeffery and Leliveld (2004), however, found that only 59 percent of companies assess
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