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Project Management Self-Assessment

Updated: Apr 26



Why Assess Maturity?

Project Management is an intricate discipline that requires a balance of expertise, technology, and adaptability.

As organisations grow, so does the complexity and scope of their projects. Evaluating how well the management practices adapt to these changes is essential.

This is where the Project Management Self-Assessment comes in.

We could ask many more questions, but the following 50 questions are designed specifically to get to the heart of matters across various project management aspects in the simplest way possible.

Who Is It For?

The assessment is for anyone needing to audit the status of a single or multiple projects. This could be for;

  • Project Manager

  • Project Sponsor

  • PMO Office

  • Project Assurance / Auditor

  • External Consultant

Benefits of the Project Managment Self-Assessment

  • Informed Decision-making: The assessment gives you a snapshot of your current capabilities, providing data to make strategic decisions.

  • Alignment with Business Objectives: Understanding your maturity level can ensure that your project management processes align with the organisation's goals and objectives.

  • Risk Mitigation: A higher maturity level often corresponds to a more robust risk management process, reducing the likelihood of project failure.

  • Resource Optimisation: The assessment helps identify areas where resources can be better allocated, thus optimising costs.

  • Continuous Improvement: Regular assessments can monitor progress over time, offering insights into areas where improvement efforts have succeeded and more work is needed.

  • Competitive Edge: A mature project management process can be a selling point for stakeholders and clients, making you a more attractive business partner.

How to Use the Assessment

The project management self-assessment is divided into various sections, each concentrating on different aspects of project management such as Planning, Execution and Control, Team Management, and more.

Decide on which sections you want to explore. For example, if you want to evaluate only the running of a single project, then you may wish to skip the first section on Governance and Strategy.

You'll find questions with multiple-choice answers ranging from 'Ad-hoc' to 'Optimised,' corresponding to the maturity scale of 1 to 5.

After answering all questions, tally your results to get an overall picture of your project management maturity. For each section, total the scores and divide by the number of questions to give you your average.

This indicates your overall maturity in that area and can serve as a foundation for improvement strategies.

Scoring Matrix


# Questions

Section Score

Average Score

Governance & Strategy




Execution & Control


Change Management


Monitoring & Reporting


Risk & Issue Management


Communication & Stakeholder Management


Vendor & Supplier Management


Team Management & Culture


Benefits & Value Management


Documentation & Tools


Post-Project Evaluation




What To Do With The Results

After completing the assessment, you will have a set of results indicating your organisation's level of maturity in various aspects of project management. But what next? The real value lies in understanding and acting upon these insights.

Understanding Your Score

After completing the assessment and tallying up your results, you'll find yourself placed on a maturity scale from 1 (Ad-hoc) to 5 (Optimised) across various dimensions of project management.

This score offers an initial understanding of your organisational capabilities and maturity in specific areas.

Plotting on a Radar Chart

I recommend plotting your results on a radar chart using Excel or any other data visualisation tool.

A radar chart offers a graphical representation of your maturity levels across different categories.

An example of a radar map of maturity
An example of a radar map of maturity

How to Create a Radar Chart in Excel:

  1. Input Data: Enter your results into an Excel spreadsheet, listing the categories (e.g., Governance, Resource Planning, Risk Management, etc.) in one column and their corresponding maturity levels in the next.

  2. Select Data: Highlight the data, go to the 'Insert' tab, and select 'Radar Chart' from the 'Charts' group.

  3. Customise: Once the chart is generated, you can customise it by adding titles, gridlines, and labels for better readability.

Detailed Analysis

  1. Identify Strengths and Weaknesses: Evaluate which areas received higher scores and which need improvement. This will help focus your organisational resources where they are most needed.

  2. Gather Stakeholder Input: Present the results to key stakeholders for further insights. Their perspectives could provide additional depth to the interpretation of the results.

Actionable Steps

  1. Develop a Roadmap: Based on your maturity level, develop a roadmap for elevating your project management practices. Include specific, measurable, achievable, relevant, and time-bound (SMART) goals.

Here's a link to a strategy document that might help.

  1. Resource Allocation: Determine the resources—personnel, time, or capital— necessary to implement this roadmap.

  2. Training and Development: If the assessment indicates a knowledge gap, invest in targeted training and development programmes.

  3. Tech Investments: For organisations that score lower in the use of project management tools and software, consider adopting advanced technology solutions.

  4. Review and Adjust: Set periodic milestones to review your progress. Make data-driven adjustments to your roadmap and continue to measure your maturity.

Continuous Improvement

Remember that reaching a higher level of maturity is not a one-time achievement but an ongoing process.

Regular reassessments are essential to ensure that the strategies implemented yield the desired results and to make course corrections as needed.

The Maturity Model Explained

Successful project management is not merely the sum of individual actions but is an amalgamation of cohesively managed processes and practices.

As organisations strive to improve their project management capabilities, understanding the current state of their maturity can be instrumental.

The Project Management Maturity Assessment aims to provide an actionable framework to evaluate an organisation's proficiency in different dimensions of project management. This assessment uses a scale of 1 to 5, as outlined below:

The 5 steps of the maturity scale

1) Ad-hoc

At this level, an organisation has no formalised project management processes. Project success is often a result of individual effort rather than a repeatable, institutionalised process. Risks are not well-managed, and there is limited documentation to capture lessons learned or best practices.

2) Basic

The organisation has initiated the process of establishing project management standards but lacks consistency. Basic project documentation may exist, and some team members might be familiar with project management principles. However, these practices are not yet integrated into a standard operating procedure.

3) Structured

Here, the organisation has a set of defined project management processes in place. There is a structured approach to planning, executing, and monitoring projects. Templates and tools may be utilised to maintain consistency. However, these processes are not necessarily optimised and may not cover all areas of project management effectively.

4) Managed

The organisation not only has structured processes in place but also manages and reviews these processes regularly for effectiveness. Quality control measures are integrated, and there is a focus on continuous improvement. Stakeholders are well-engaged, and project management practices are aligned with the organisation's strategic objectives.

5) Optimised

At this pinnacle level, the organisation exhibits advanced project management practices characterised by a culture of continuous improvement. Data-driven decision-making is the norm, and there are mechanisms for real-time monitoring and adjustments. The organisation not only excels in project execution but also captures and utilises lessons learned for future projects effectively.


The Assessment Questions

Section 1: Governance and Strategy

Icon of strategy

How is project governance established in your organisation?

  1. There is no formal project governance; we manage as we go.

  2. We have some guidelines, but they are not strictly followed.

  3. We have a well-defined project governance framework that is applied to most projects.

  4. Our governance framework is reviewed periodically for effectiveness.

  5. Governance is continuously improved and tailored for each project based on real-time metrics.

How are project roles and responsibilities defined?

  1. Roles and responsibilities are generally unclear.

  2. There are some role definitions, but they are not always communicated effectively.

  3. Roles and responsibilities are well-defined and communicated.

  4. Roles are not just defined but also assessed for effectiveness.

  5. Roles and responsibilities are dynamically adjusted based on project needs and performance data.

How well are projects aligned with organisational strategy?

  1. Projects are often executed without a clear link to organisational strategy.

  2. Some projects align with the strategy, but this is not consistent.

  3. Projects are primarily aligned with organisational strategy.

  4. Strategic alignment is regularly reviewed.

  5. Every project is rigorously vetted for strategic alignment and monitored throughout its lifecycle.

How is strategic planning integrated into project selection?

  1. There is no standard process for project selection.

  2. Projects are often chosen based on immediate needs rather than strategic fit.

  3. A formal project selection process exists, ensuring alignment with strategic goals.

  4. Strategic alignment is a critical metric in our project selection criteria.

  5. Our project selection process is refined continually through performance feedback and alignment metrics.

How are projects prioritised in your portfolio?

  1. There is no formal portfolio management; projects are selected ad hoc.

  2. Some projects are prioritised based on urgency rather than overall strategic fit.

  3. We have a portfolio management process that aligns projects with organisational strategy.

  4. Our portfolio management is optimised regularly for strategic fit.

  5. Portfolio management is a dynamic process using real-time data to allocate resources optimally.

Section 2: Planning

How is project scope defined in your organisation?

icon of planning
  1. Scope is not formally defined; we work based on general requirements.

  2. We attempt to define scope but often face issues with scope creep.

  3. A well-defined scope document is developed for most projects.

  4. Our scope documents are reviewed and approved by all relevant stakeholders.

  5. Scope is continuously adjusted and optimised through stakeholder feedback and project metrics.

Is the defined scope aligned with project objectives and deliverables?

  1. Alignment between scope and objectives is generally unclear.

  2. There's some alignment, but it's not systematically checked.

  3. We make sure that the scope is aligned with objectives during planning.

  4. Scope-objective alignment is regularly reviewed during project execution.

  5. Real-time data ensures ongoing alignment between scope, objectives, and deliverables.

How do you break down project work into tasks and sub-tasks?

  1. Tasks are divided ad-hoc without a structured approach.

  2. We use a basic list or to-do list to manage tasks.

  3. A detailed Work Breakdown Structure (WBS) or equivalent is developed for most projects.

  4. Our WBS is subject to periodic review and adaptation.

  5. WBS is dynamically updated, drawing upon project performance metrics and stakeholder feedback.

How are project schedules created and maintained?

  1. Schedules are created but rarely followed.

  2. Basic timelines are set but often require adjustments.

  3. Project schedules are developed using scheduling software and are generally adhered to.

  4. Schedules are reviewed and updated periodically, incorporating lessons learned.

  5. Our scheduling process uses real-time data to adapt and optimise project timelines dynamically.

How are project resources identified and allocated?

  1. Resource allocation is mostly ad-hoc, often leading to resource crunches.

  2. We have a basic idea of what resources are needed but no formal allocation plan.

  3. Resources are formally identified, and an allocation plan is created.

  4. Resource allocation plans are reviewed and adjusted based on project progress.

  5. Resource allocation is dynamically optimised based on real-time project needs.

How is resource availability managed?

  1. We often find out about resource unavailability at the last minute.

  2. Some resource tracking is in place, but it is not always accurate.

  3. Resource calendars are maintained and regularly updated.

  4. Availability data is used to make strategic project decisions.

  5. Resource availability is managed in real-time, allowing immediate reallocation.

How are human resources trained and prepared for the project?

  1. Training is often skipped due to time constraints.

  2. Basic onboarding is conducted, but not all team members are adequately prepared.

  3. A formal training programme ensures team members are ready for their roles.

  4. Training effectiveness is reviewed, and training programmes are updated.

  5. Training is continuously adapted based on project needs and individual performance.

How are resource conflicts resolved?

  1. Resource conflicts are usually resolved on the fly, causing delays.

  2. Some prioritisations are made, but conflicts often arise.

  3. A defined process exists for resolving resource conflicts.

  4. Lessons from past conflicts are used to improve resource management.

  5. Predictive analytics help preempt resource conflicts and facilitate seamless management.

How is resource performance monitored?

  1. There is no systematic monitoring of resource performance.

  2. Some key resources are monitored, but not comprehensively.

  3. Performance metrics for all resources are tracked.

  4. Resource performance data is analysed to make improvements.

  5. Real-time performance metrics inform resource optimisation strategies.

Section 3: Execution and Control

How are tasks and activities managed during project execution?

icon of execution
  1. Tasks are managed on the fly, often leading to delays and bottlenecks.

  2. We have a simple task list, but it's not always up-to-date.

  3. Tasks are managed using project management software and regularly updated.

  4. Performance metrics for tasks are reviewed to ensure optimal execution.

  5. Tasks are adaptively managed using real-time data, and adjustments are made proactively.

How is task delegation handled?

  1. Delegation is sporadic and often based on availability rather than skill.

  2. Some thought is given to task delegation, but it's not consistent.

  3. Tasks are delegated based on skillsets and project needs.

  4. The effectiveness of task delegation is reviewed and improved upon.

  5. Delegation is fine-tuned based on performance metrics and team feedback.

How are project budgets managed?

  1. Budgets are often overrun, with little to no monitoring.

  2. We set budgets but don't always stick to them.

  3. Budgets are planned, monitored, and generally well-controlled.

  4. Budget performance is reviewed periodically, and learnings are applied to future projects.

  5. Budgets are optimised in real-time based on performance metrics.

How are budget deviations handled?

  1. Deviations are usually discovered too late to take corrective actions.

  2. We try to manage deviations but lack a systematic approach.

  3. We have a process for managing and correcting budget deviations.

  4. Budget deviations are analysed to improve future budgeting.

  5. Real-time data allows immediate action on budget deviations, minimising their impact.

How is the quality of project deliverables ensured?

  1. Quality is often compromised due to a lack of proper controls.

  2. Some quality checks are performed, but they are not comprehensive.

  3. Quality control processes are in place and followed.

  4. Quality metrics are reviewed, and improvements are made continually.

  5. Quality control is proactive and predictive, based on data analytics and historical performance.

Section 4: Change Management

How are changes integrated into the ongoing project?

icon of change
  1. Changes are implemented without much planning, causing disruptions.

  2. Changes are incorporated but often lead to delays or increased costs.

  3. A formal change control board or process integrates changes smoothly.

  4. The integration of changes is regularly audited for efficiency and effectiveness.

  5. Change integration is automated and optimised in real-time based on project data.

How is the team prepared for changes?

  1. The team is usually unaware of changes until they are implemented.

  2. The team is notified of changes but given little time to adjust.

  3. The team is well-informed and trained to handle changes.

  4. Training and communication strategies for change are regularly updated.

  5. Advanced tools provide the team with real-time updates and training for changes.

How are project metrics adjusted following changes?

  1. Metrics are rarely adjusted to account for changes.

  2. Metrics are sometimes updated but not always accurately.

  3. Metrics are revised to reflect the impact of the change.

  4. The metric adjustment process is audited and improved over time.

  5. Metrics are dynamically and automatically updated when changes occur.

How are change risks managed?

  1. Risks introduced by changes are generally not managed.

  2. Some risk assessment is done, but not comprehensively.

  3. Risks arising from changes are identified and mitigated.

  4. Risk mitigation strategies for changes are reviewed and optimised.

  5. Predictive analytics are used to manage risks introduced by changes proactively.

How is change performance monitored and reviewed?

  1. There is no formal review of the impacts of changes.

  2. Some review occurs, but it lacks depth and follow-through.

  3. Changes are reviewed against initial expectations and lessons are documented.

  4. Change performance reviews contribute to a knowledge base for future projects.

  5. Real-time analytics monitor the impact of changes, allowing for immediate refinements.

Section 5: Monitoring and Reporting

How are performance metrics defined and utilised?

icon of monitoring
  1. We do not have formal performance metrics for projects.

  2. Metrics are defined but seldom used for decision-making.

  3. Key performance indicators (KPIs) are defined, monitored, and utilised in most projects.

  4. Performance metrics are reviewed and refined regularly.

  5. Metrics are dynamically adjusted based on real-time project needs and performance data.

How is project performance communicated?

  1. There is no structured communication of project performance.

  2. Performance is occasionally discussed but not systematically reported.

  3. Regular performance reports are generated and disseminated.

  4. Performance reports are tailored to different stakeholder needs.

  5. Real-time dashboards provide all stakeholders with current performance insights.

How is project progress tracked?

  1. Progress tracking is ad-hoc, often leading to surprises.

  2. We use basic methods to track progress, but they are unreliable.

  3. A systematic approach to progress tracking is in place, using project management tools.

  4. Progress tracking methods are reviewed and refined periodically.

  5. Real-time tracking and predictive analytics are used to address issues preemptively.

How are project issues identified and managed?

  1. Issues are typically addressed when they become critical.

  2. We try to manage issues as they arise but lack a formal process.

  3. Issues are identified and managed through a defined process.

  4. Lessons learned from issue management are integrated into project processes.

  5. Predictive analytics are used to identify potential issues before they occur.

How are project outcomes evaluated?

  1. Outcomes are seldom evaluated in a structured manner.

  2. We sometimes conduct a post-mortem, but lessons are not systematically applied.

  3. A formal evaluation is conducted at the end of each project to assess outcomes.

  4. Project outcomes are evaluated against initial goals, and lessons are applied to future projects.

  5. Continuous evaluation occurs throughout the project, adjusting goals and expectations in real-time.

Section 6: Risk & Issue Management

icon of risk

How is Risk Identification managed?

  1. Risks are generally not identified until they become issues.

  2. Some risks are identified but not formally documented.

  3. Risks are systematically identified and documented.

  4. Risk identification is an ongoing process and is reviewed regularly.

  5. Advanced tools and methods, like predictive analytics, are used for real-time risk identification.

How is Risk Analysis conducted?

  1. Risk analysis is usually skipped or conducted informally.

  2. Risks are somewhat analysed but lack quantification.

  3. Formal methods, like SWOT or PESTLE, are used to analyse risks.

  4. The risk analysis process is continually updated with project learnings.

  5. Real-time data analytics are used for continuous risk assessment.

How is Risk Mitigation and Response managed?

  1. Mitigation plans are usually made on the fly when risks occur.

  2. Some generic mitigation strategies are in place but are not tailored to specific risks.

  3. Detailed mitigation and response plans are developed for identified risks.

  4. Past mitigation efforts are reviewed to improve future risk management.

  5. Automated workflows and AI tools implement risk mitigation strategies in real-time.

How is Issue Resolution conducted?

  1. Issues are generally resolved reactively, without a formal process.

  2. A basic issue log exists, but the resolution lacks a structured approach.

  3. Issues are systematically logged, and resolution plans are developed.

  4. The effectiveness of issue resolutions is reviewed and used for continuous improvement.

  5. Advanced tools are used to predict issues before they occur, enabling preemptive resolutions.

Section 7: Communication and Stakeholder Management

icon of communication

How is Internal Communication managed?

  1. Internal communication is sporadic and unstructured.

  2. Basic communication channels exist, but there's no formal plan.

  3. A documented communication plan guides internal communication.

  4. The effectiveness of internal communication is regularly reviewed.

  5. Advanced tools and platforms are used for real-time internal communication.

How is External Communication managed?

  1. External communication is often reactive and lacks planning.

  2. External communication has some structure, but it's not comprehensive.

  3. A formal plan outlines how and when to communicate with external parties.

  4. Data is collected on the effectiveness of external communication for future improvement.

  5. Automated workflows and dashboards enable seamless external communication.

How is Stakeholder Engagement conducted?

  1. Stakeholder engagement is inconsistent and often ad-hoc.

  2. Stakeholders are identified, but engagement is minimal.

  3. A stakeholder engagement plan is followed, including regular check-ins.

  4. Stakeholder feedback is actively sought and used to improve engagement.

  5. Advanced analytics monitor stakeholder sentiment and adjust engagement strategies accordingly.

Section 8: Vendor and Supplier Management

icon of suppliers

How is Vendor Selection carried out?

  1. Vendor selection is ad hoc with minimal criteria.

  2. Some basic criteria are used for selecting vendors but are not comprehensive.

  3. A formal vendor selection process exists, including vetting and performance analysis.

  4. Vendor selection processes are regularly reviewed for effectiveness.

  5. Advanced tools are used for real-time market analysis and vendor selection.

How is Supplier Relationship Management handled?

  1. Relationships with suppliers are not actively managed.

  2. There is some level of supplier engagement, but it lacks a formal structure.

  3. A documented strategy guides supplier relationship management.

  4. Supplier performance is regularly evaluated to foster long-term relationships.

  5. Advanced analytics tools monitor supplier performance and adjust strategies in real-time.

How is Contract Management executed?

  1. Contracts are often informal or poorly managed.

  2. Contracts exist but aren't actively managed or enforced.

  3. A formal contract management process is in place, including compliance checks.

  4. Past contracts are reviewed to improve future contract management.

  5. Automated systems handle contract compliance and renewal processes.

How is the Performance and Quality Assessment of vendors handled?

  1. Assessment of vendor performance and quality is seldom done.

  2. Basic assessments are carried out but lack depth and follow-through.

  3. Comprehensive, periodic evaluations are performed on vendor quality and performance.

  4. The assessment metrics and methods are continuously refined.

  5. Real-time analytics are used for ongoing vendor performance and quality assessment.

Section 9: Team Management and Culture

icon of team

How is Team Formation handled?

  1. Team members are assigned without clear roles or responsibilities.

  2. Basic roles are defined, but team dynamics are not considered.

  3. A structured process is used to form teams with complementary skills.

  4. Team formation strategies are regularly reviewed and improved.

  5. Advanced analytics are used to optimise team composition in real-time.

How is Conflict Resolution managed?

  1. Conflicts are generally ignored until they escalate.

  2. Some efforts are made to resolve conflicts but are not systematic.

  3. A formal conflict resolution process is in place and followed.

  4. Lessons learned from past conflicts are used for continuous improvement.

  5. Real-time feedback systems are employed to identify and resolve conflicts early.

How are Leadership and Motivation fostered?

  1. Leadership and motivation are not actively cultivated.

  2. Some initiatives like team meetings or basic rewards are used.

  3. A well-defined strategy exists for leadership development and team motivation.

  4. The effectiveness of leadership and motivation strategies is regularly reviewed.

  5. Personalised motivation and leadership plans are adapted based on real-time metrics.

How is Performance Evaluation conducted?

  1. Performance reviews are inconsistent or non-existent.

  2. Basic evaluations occur but lack depth and follow-through.

  3. Comprehensive performance reviews are conducted periodically.

  4. Performance evaluation metrics and methods are continuously refined.

  5. Real-time performance analytics are used for ongoing assessment and feedback.

Section 10: Benefits and Value Management

icon of benefits

How is Value Delivery managed?

  1. Value delivery is not measured or considered during project execution.

  2. There is a basic understanding of value, but it's not systematically managed.

  3. A formal process ensures that project execution aligns with value goals.

  4. Value delivery methods are regularly reviewed for effectiveness.

  5. Real-time analytics are used to adjust activities for optimal value delivery continuously.

How is Benefits Realisation conducted?

  1. Benefits realisation is not planned or measured.

  2. Benefits are outlined but are not formally tracked or realised.

  3. A benefits realisation plan exists and is followed through the project life cycle.

  4. Past projects are reviewed to improve benefits realisation in future projects.

  5. Advanced tools track benefits realisation in real-time and adjust strategies accordingly.

Section 11: Documentation and Tools

icon of tools

How are Documentation Standards maintained?

  1. Documentation is often incomplete or missing.

  2. Some documentation exists but lacks standardisation.

  3. A standardised documentation process is in place and followed.

  4. Documentation standards are reviewed and improved periodically.

  5. Advanced tools ensure real-time documentation and compliance with standards.

How are Project Management Tools and Software utilised?

  1. Tools and software are either not used or are used inconsistently.

  2. Basic tools are used but not integrated into a cohesive system.

  3. A suite of project management tools is used for various project activities.

  4. The use of tools is regularly evaluated for effectiveness and efficiency.

  5. Advanced tools with AI capabilities are used for real-time project management.

Section 12: Post-Project Evaluation

icon of lessons learned

How is Project Review and Lessons Learned managed?

  1. Post-project reviews are often skipped or hastily done.

  2. Reviews are done, but lessons learned are not documented.

  3. A formal review process captures key learnings for future projects.

  4. Lessons learned are reviewed and incorporated into an organisational knowledge base.

  5. Automated systems capture learnings in real-time for immediate and future applications.

How is the Post-Implementation Audit conducted?

  1. Post-implementation audits are rarely conducted.

  2. Audits are done but lack depth and actionable insights.

  3. A systematic audit evaluates both process and outcome against objectives.

  4. Audit findings are used for continuous improvement in project management.

  5. Advanced analytics are used to audit project implementation continuously.



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