The Program Management Maturity Model-

How mature is your program?

Geoff Reiss

Independent uncoordinated projects

Program - planned

Program - controlled

Program Mgt support environment

Program leadership

Program Management Maturity Model

Program Leadership

Agreed plans - all know what should happen

Control mechanisms – current status known

Forward looking – risks and issues anticipated

Stakeholders fully aware and co-operative

Confidence to plan proactively

Time to lead

The Programme Management Maturity Model

Background to PMMM?

Data collected to date and sample results

Conclusions

Where do you go from here

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History of the PMMM

First idea: based on study of e-programme management techniques

Beta version of PMMM and questionnaire developed

Tested with selected users, customers and colleagues

Revised questionnaire

Sponsored by ProgM – programme management SIG

Launched at PMI 2001 – London

Improved guidance on questionnaire

Nearly 10 years old - more data – more confidence

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PMMM Initial Questions

Please indicate your overall rating of the program’s maturity by indicating which of the

Following statements best describes it. Please tick only one box in this section for the statement

that best describes the overall state your program.

1. The program is primarily a collection of projects with few “program level” functions and little co-ordination. 

2. The program is planned as a co-ordinated entity, although “program level” plans are not fully implemented and there is little effective co-ordination between projects or control at the “program level”.

3. There is a significant degree of co-ordination between projects and of control at “program level”, although further could be achieved if there were more resources or tools at “program level”.

4. There is a high degree of co-ordination between projects and “program level” control of projects, with all necessary “program level” tools and resources available, although  although there is scope for further leadership at program level.  

5. There is a high-degree of co-ordination of projects and program level control; program management have all the visibility and control that is required and are pro-actively leading the whole program, to the benefit of the client/user.

Managing Successful Programseight principles

1. Program management organisation

2. Program planning

3. Benefits management

4. Stakeholder management

5. Issue management & risk management

6. Quality management

7. Configuration management

8. Audits

Managing Successful programmes is available from the UK Office of Government Commerce (OGC) at

www.ogc.gov.uk

PMMM10 aspects of program Management

1. Program management organisation

2. Program planning

3. Benefits management

4. Stakeholder management

5. Issue management & risk management

6. Quality management & audits

7. Configuration management8. Internal communication9. Management of accounts and finance10. Management of scope and change

PMMM Questionnaire – a typical section

Please answer the following questions about quality management & auditing within the

program. Please tick one box for each question.

 

 

The quality requirements of all deliverables are defined and agreed. 

Component projects have defined and agreed plans for verifying and validating the quality of all their deliverables.

 

The projects’ quality plans are effectively implemented and the program has a defined and agreed plan for confirming the quality of all deliverables.

 

Effective audit arrangements are in place to verify the conformance of all parts of the program to agreed plans, processes and quality requirements.

 

The quality performance of all parts of the program is measured, monitored, reported and used as a basis for initiating on-going improvements in program performance.

 

 

None Part All

Ratings for Programme No 42

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Aspect of Programme Management

Rati

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Individual Rating this Prog

Ave Rating

A PMMM Profile

Rating given to aspect

Average for this program

Overall perception for this program

The PMMM database

>200 programs in database

UK, USA, Netherlands, Australia, Canada, Sth Africa, Russia, Switzerland, China..

All data held in confidence

Sponsored by ProgM with support of Logica UK Ltd

Ratings for Programme No 42

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Aspect of Programme Management

Rati

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Individual Rating this Prog

Ave Rating

Ave all results

Comparing Programs

Average ratings for all programs in database

Sample Results

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Sample Results – Database Averages

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Average ratings from database)

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Aspect of Programme Management

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Individual ratings

Mean

Typically well developed aspects

Average of all aspects

Rating for project overall

Typically less well developed aspects

Rating for elements

Sample Results – Database Averages

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Average ratings from database(with +/- 1 std deviation marked)

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Aspect of Programme Management

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Individual ratings

Mean

Typically well developed aspects

Average of all aspects

Rating for project overall

Typically less well developed aspects

+- 1 std deviation

Rating for elements

Sample Result – Finance Sector IS Programme

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Ratings for Programme No 14

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Overa

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Aspect of Programme Management

Ra

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Ave Rating this Prog

Ave all Programmes

Well developed aspects

Less developed aspects

Average of peers

Sample Result – Utilities IS Programme

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Ratings for Programme No 12

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Overa

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Aspect of Programme Management

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Ave Rating this Prog

Ave all results

Externally managed

Managing scope change maintains profit

Independent External Audit

Sample Result – Immature Programme

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Ratings for Programme No 48

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Overa

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Ra

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Ave Rating

Ave all results

All ratings below peer group average

S.Africa – Utilities Programme

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Ratings for Programme No 46

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Overa

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Aspect of Programme Management

Ra

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Ave Rating

Ave all results

Growing interest in benefit management

A Gap here

Well developed aspects

Programme Rescue - Before

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Ratings for Programme in May

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11.0

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Aspect of Programme Management

Rat

ing Individual Ratings

Ave Rating this Prog

Ave all Programmes

Programme Rescue - After

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Ratings for Programme in August

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11.0

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Aspect of Programme Management

Rat

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Ave Rating this Prog

Ave all Programmes

Programme Rescue - Comparison

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Changes to Ratings - May to August 2001

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Aspect of Programme Management

Rat

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May Rating

Aug Rating

Industry Ave

IT v Non-IT Programmes

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Ratings for IT and Non-IT Programmes

2.63 2.77

2.69

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Rat

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Non-IT Ratings

IT Average Non-IT Average

Database Average

IT v Non-IT Programmes

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Ratings for IT and Non-IT Programmes

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Overa

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Aspect of Programme Management

Ra

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g IT Ratings

Non-IT Ratings

Ave all results

IT Programmes generally better than non IT

IT Programmes generally worse than non IT

Conclusion & where do you go from here

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What happens next?

1. Take PMMM questionnaire2. Complete all questions for your

program (current or most recent program)3. Independent Expert or self

assessment?4. Return to ProgM5. We will analyse tonight6. You will receive back your program

profile with comments7. Plan Improvements using the Program

Maturity Improvement Model (PMIP) from the Gower Handbook of Programme Management.

Conclusion

Helps to understand characteristics of programmes

“At a glance” results command attention from senior management

Provides good basis for benchmarking

Plan improvements in key areas step by step

Repeat study to demonstrating improvements

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To analyse your Programme

Questionnaire available on www.e-programme.com

Anyone can download and submit their own completed questionnaire

Submitters then receive their own data compared with the overall average profile

Consider expert independent studies

Plan and implement improvements

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