leveling up: five real world examples of incremental maturity
TRANSCRIPT
Leveling Up:
Five Real-World Examples of
Incremental Maturity
Tony Appleby, MBA, PMP, SCPM, CSM
PMI Certified OPM3® Professional
PMINZ 20th National Conference4 September 2014
2
MATURITY MODELSTHE SITUATION
3
MATURITY MODELSMATURITY MODELS
4
MATURITY MODELS
Illustration © Mike Tarrani and Linda Zaratre, 2001
MATURITY MODELS
5
SCALAR MATURITY MODELS
6
SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
500,000 lines of code at Raytheon as measured at differing maturity levels
SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
2 6,488 9,909 $64.7M
SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
2 6,488 9,909 $64.7M
3 1,876 2,874 $18.8M
SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
2 6,488 9,909 $64.7M
3 1,876 2,874 $18.8M
4 866 1,326 $8.7M
SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
2 6,488 9,909 $64.7M
3 1,876 2,874 $18.8M
4 866 1,326 $8.7M
5 342 524 $3.4M
SCALAR MATURITY MODELS
7
SCALAR MATURITY MODELS
8
VECTOR MATURITY MODELS
9
PERCEIVED VALUE
10
Baseline current environment and document issues
through interviews,
surveys, and artifact reviews
Map current situation with the
maturity model and industry best
practices to identify gaps
Compile and document project
management maturity
assessment findings
Document and prioritize
recommendations for improvements
OPTIONS
Level of rigor of the assessment
Organizational elements to be assessed
Deliverables to be produced
Use of surveys and/or focus groups
APPROACH
11
REAL WORLD EXAMPLE 1
Regional municipal agency in the United States with 2600 employees and an Information Technology team of 48 staff
• Technology projects severely mismanaged
• IT staff felt overworked• Executives had little insight into work
efforts
“What is wrong with our IT group?”
12
itiREAL WORLD EXAMPLE 1
13
REAL WORLD EXAMPLE 1
• The agency has a strategic plan that helps not just IT, but entire agency
• Priorities are known and resources allocated appropriately
• Stakeholder satisfaction is significantly improved
• IT staff morale is markedly higher
• Maturity level 1.4 2.6 in one year
14
REAL WORLD EXAMPLE 2
Multinational mining corporation in South Africa with over 10,000 employees
• Country GRC requirements changed• Wanted to create efficiencies• Need to diminish corporate exposure
“Make it quick and inexpensive!”
15
REAL WORLD EXAMPLE 2
16
REAL WORLD EXAMPLE 2
• Redundant staff identified and repurposed
• Business processes streamlined, reducing some efforts by ~50%
• Reduction in unnecessary fees for untimely services
• Decreases in risk and unneeded system
• Maturity level 2.5 3.6 in one year
17
REAL WORLD EXAMPLE 3
Multinational telecommunications carrier in EMEA with over 175,000 employees and revenue > 50B Euro
• Period of acquisitions • B2B CSFs not being achieved• Internal efforts to understand and
remediate were not working
“What is wrong with our sales and marketing efforts?”
18
REAL WORLD EXAMPLE 3
19
REAL WORLD EXAMPLE 3
• Increased business development budget by less than 10%• Invested less than 10% of its equivalent annual budget in
the process re-engineering project
• Reduced the number of proposals from 1200 to 500• Grew its win rate from 30% to 72% in one year• Increased the average size of new contracts by a factor of 7• Contracted >$1 billion in sales against a $400 million goal
(250% of goal)
20
REAL WORLD EXAMPLE 4
U.S. state government agency with 9000 personnel across 170 field offices
• Mandate to overhaul the agency’s existing infrastructure and supporting processes
• Detailed business process mapping not an option
• Significant potential resistance to change
“Develop the change transformation plan.”
21
REAL WORLD EXAMPLE 4
22
REAL WORLD EXAMPLE 4
• 192 processes identified that should not be changed
• 177 specific actions • Sequenced• Levels of effort• Tied to achievement goals
• Change readiness assessment• Talent assessment
Requirements gathering and planning model for other state agencies and departments
REAL WORLD EXAMPLE 5
Multibillion USD, multinational research and product development firm with 4000 staff
• Culture of innovation• No internal mechanisms to prioritise• Inability to constrain opportunities• Unduly long development cycles
“How do we effectively implement project management practices within our culture?”
23
24
REAL WORLD EXAMPLE 5
25
REAL WORLD EXAMPLE 5
• Informed incremental improvement initiative already producing results
• Prioritisation mechanism established and supported by associates
• Initial methodology, toolkit, and support mechanisms deployed
Improvement initiative is ongoing and has gained significant support across multiple stakeholder communities within the division and is being considered across the company
“The future is already here; it is just unevenly distributed.”
William Gibson
27
OPEN DISCUSSION
Q & A
28PMI and the PMI logo are registered marks of the Project Management Institute, Inc.
BOUTIQUE CONSULTANCY
Maturity Assessment Services
Transformation Management Services
Certified Assessors Minimum 25 Years Experience
www.projectstrategy.com
+1 800 452 7814 (US/Canada/UK) +971 5567 97000 (UAE/India)
+234 1 280 9345 (Nigeria)
WHO WE ARE