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APMG-International Webinar

Portfolio, Programme & Project Management Maturity Model (P3M3®) Assessment Choices:

APMG Registered Consultant led assessment or self-assessment

But which is right for your organization and when?

Wednesday 18 September 2013 / 12:00 AEST (Canberra, Australia)

Presented by:Lawrie Kirk, UXC Consulting

Warren Jolly, QinetiQ Consulting

www.APMG-International.com

Agenda• Welcome & introduction

– Mark Croxford, Business Development Manager – AustralasiaAPMG-International

• Portfolio, Programme & Project Management Maturity Model (P3M3®) Assessment Choices:APMG Registered Consultant led assessment or self-assessment.But which is right for your organization and when?– Lawrie Kirk, UXC Consulting

– Warren Jolly, QinetiQ Consulting

• Q&A

• More Information

• Close

About APMG-International

• Accredit training and consulting organizations & manage certification schemes for professionals

• International presence in 13 countries• Extensive suite of professional development products leading to more

than 80 world-class qualifications• Publications, courseware and methodologies are translated in up to 23

languages• 350+ Accredit training (ATO) and consulting (ACO) organizations with

1800+ approved trainers and consultants• Certify examination candidates; 18,000+ exams per month• Full details at www.APMG-International.com

Your Presenters

• Lawrie Kirk– Registered PPM and PRINCE2® Consultant (and trainer)– Accredited P3M3 assessor, alpha reviewer in current P3M3 refresh– National Practice Lead for Project and Program Services, UXC

Consulting

• Warren Jolly– Practitioner: PRINCE2® and Foundation: MSP ® – Certified Practicing Project Director (AIPM)– Executive Master of Business – Complex Project Management (QUT)– Land Portfolio Lead – QinetiQ Consulting Services, QinetiQ Australia

Approaches used in a Reg Con led assessment 1. Proposal request from client• APMG certification ?• APMG guidance on numbers of projects and

programmes, provided as groupings• Mandatory roles and minimum numbers• Allows ACO to select Reg Cons with suitable skills

Advantages to client: Quality assurance Repeatable process Assists in review of the quotations Often ensures Senior Management involvement

Image © 2013 Microsoft Corporation.

Approaches used in a Reg Con led assessment 2. Assess the organisation

• Context for the assessment

• Existing process and documentation review

• Creation of an assessment sponsoring group

• Staff briefings

Advantages to client: Questions in interviews are appropriate Briefings improve awareness of what is

organisation maturity Assessment sponsoring group provides

basis for overseeing implementation of recommendations Images © 2013 Microsoft Corporation.

Approaches used in a Reg Con led assessment 3. Interviews

• One on one

• Confidential

• Not attributed

• One or two consultants

• Guided by the published models

Advantages to client: Attributes guide discussion Anonymity Publically assessable references

GENERIC ATTRIBUTESRoles and responsibilities, experience, capability development, planning and estimating,

information and documentation, scrutiny and review

Source: Adapted from OGC 2010, Portfolio, Programme and Project Management Maturity Model (P3M3®) Introduction and Guide to P3M3®, p7

Image http://www.bob-baker.com/self-publish-book/confidential.jpg

Approaches used in a Reg Con led assessment

4. Assessment validation

• Compare results with evidence (guided by the APMG Assessment Tool)

• Do the scores relate to the actual performance?

• Creation of a holistic view

Advantages to client: Independence of the assessment Assessment draws on other experience of

the assessor(s) Can highlight trends that were not

apparentImages © 2013 Microsoft Corporation.

Approaches used in a Reg Con led assessment

5. Reporting the observations

• Are the observations accurate ?

• Are the recommendations practical ?

• Can the levels be substantiated?

• Has anonymity been maintained?

Advantages to client: Assessment report should be a reference

for the Capability Improvement Plan Observations lead into practical

recommendations Able to baseline trends

Image © 2013 Microsoft Corporation.

Approaches used in a Reg Con led assessment 6. The final presentation

• Presentation to the sponsoring group

• Presentation to the Executive

• Presentation to interviewees

• Relate recommendations and maturity to the Capability Improvement Plan (developed or revised by the Reg Con)

Advantages to client: Reinforces independence of advice Advice able to be supported by evidence Links Portfolio, programme and project

recommendationsImage © 2013 Microsoft Corporation.

Follow on advice....

“ But how am I able to know whether a large project is over or under investing in one or more of the

perspectives outlined in the P3M3 assessment?”

THE APMG Maturity Index

Only available to ACOs and Reg Cons..• How does my maturity compare with similar organizations in my industry and

geography? • What is the right level of maturity for my organization to handle the challenges it faces

without unnecessary investment? • What are the priority areas for improvements where investment should provide the

greatest return and value for money without increasing bureaucracy and costs? • How can we identify projects outside the norm that require different levels of controls?

Summary

• Reg Cons provide quality assured expertise• Independence of advice• Confidentiality • Gathering of qualitative data• Process is quality assured and repeatable

Scope

• Answer by example• Proposal - why• Assessment Context• Interviews• Validation• Observations & Report• Final Presentation

Proposal• Conduct an assessment of the current level of

programme management maturity• Report on the findings• Provide an outline capability implementation

plan to increase the level of maturity of the programme

• Provide evidence to support a business case for the development of a PMO that dodges the ‘Rolls Royce solution’ label.

Context-‘Cracking the Complexity Code’The McKinsey Quarterly 2007 Number 2

• Institutional Complexity– Consequence of number of nodes & interactions– Stems from strategic choices and external context– Grows as an organisation adds units or increases the

number or diversity of interactions• Individual Complexity

– The way employees and managers experience and deal with complexity

– ‘How hard it is to get things done around here’

Context-‘Cracking the Complexity Code’The McKinsey Quarterly 2007 Number 2

• If focus of managing complexity is to be targeting institutional complexity it can destroy value

• Better to focus on identifying and reducing the degree of individual complexity by making detailed organisational and operating model choices including:– Clarifying roles– Refining key processes– Developing appropriate skills and capabilities among

those beset by complexity• This creates the ‘room’ to deal with and indeed increase

institutional complexity

Assessment Context - Mentoring: L. Kirk

IndividualComplexity

InstitutionalComplexity

PMO

Application of mixedmethodology

diagnosticinstruments

Leads clarification ofroles and

responsibilities,refines key processes

and developsappropriate skills and

capabilities amongemployees and

managers confrontingEMERGENTprogrammecomplexity

The level of individualcomplexity REDUCESas clarified roles andresponsibilities are

adopted by employeesand managers with

enhanced skill sets inan environment withan increased level ofsystem and process

integration.

An INCREASE in thecapacity and

capability to moreeffectively manage

the institutionalcomplexity developsas a result of boththe planned and

emergent change ledby the PMO.

PMO OperatingModel

determined andapproved

LEARNING LOOP

STEP 1-IMPLEMENTRESEARCHMETHODOLOGIES

STEP 2-REVIEWFINDINGS

STEP 3-CONFIRMSUGGESTIONS FOR OP IMPROVEMENTS

STEP 4-CONFIRMIMPROVEMENTTARGETS

STEP 5-IMPLEMENTOUTLINE MATURITYIMPROVEMENTIMPLEMENTATIONPLAN

STEP5-REVIEW & LEARNP3M3 ASSESSMENTREVIEW IMPROVEMENTSINCORPORATE LEARNINGSSRESET TARGETSRECOMMENCE CYCLE

Interviews

• Introductory Information Sheet• Semi-structured interviews

– ‘What is your story?’ • Structured Interviews

– OGC P3M3 Self Assessment Instrument• Snowball Sampling• No workshops, no group work

– Too busy, asked to refrain from

Validation

• Multi-methodology• Desktop Research

– Project Board Minutes– Consultant Report – Formation of a PMO (2008)– Risk Registers

• Observation - Ethnography– Program Office (Field Diary)– Project Board Meeting (Field Diary)

Observations & Report‘Cracking the Complexity Code’• Organisational Design

– The lack of clarity of responsibilities and accountabilities in the current organisational design contributes to a lack of discipline within essential programme management processes.

• Misaligned Processes– The current programme processes and systems are insufficiently

integrated to enable effective management of the inherent number of nodes and interactions.

Weak Capabilities– Current incremental approach to the implementation of a PMO will

constrain its capacity to provide integrated processes, systems and support services necessary for it to lead programme management maturity improvements.

Final Report – ‘aha’ moments• Individual vs Institutional Complexity• Evidence to support the current rating• Appoint a PM to ‘drive’ PMO formation• Internal stakeholder engagement:• Establish a ‘battle rhythm’• Benefits realisation for program• Systemic approach to risk assessment• Feedback – “This is much more useful than the

‘band-aids’ I was expecting!”

Final Report - Prioritised ActionsSUSTAINED ACTIONS

PMO development, assessment andimprovement in alignment with MSPsuggested roles and structures.Development of a Benefits RealisationPlan to inform transition of programmeoutcomes to sustainment.Develop and implement a stakeholderengagement strategy.Broaden risk management approach toensure a systemic knowledge of riskacross the programme.Conduct skills enhancement training innew roles and accountabilities.Ensure PMO culture is one of serviceand integration, NOT assurance andtask forwarding.

IMMEDIATE ACTIONS

Continue with Managing SuccessfulProgrammes (MSP) training for keyprogramme and PMO staff.Seek approval from Division Head tofurther develop the PMO.Appoint a Project Manager to drivethe establishment of thePMO.Develop and deliver 'VisionStatement' to programme in regardsto PMO development.Clarify programme outcomes soughtby customer/senior user.Work towards increased unity in costmodeling assumptions.Introduce PMO communications'battle rhythm'.Continue risk management processintegration efforts.Continue work on clarification ofindividual roles and accountabilitiesfor the PMO.

Final Report – ‘Road Ahead’CONTRIBUTORSTO INDIVIDUAL

COMPLEXITY

P3M3PROCESS

PERSPECTIVE

CURRENTMATURITY

LEVEL

FIRSTTARGET

MATURITYLEVEL

IMMEDIATEACTION

SUSTAINED ACTION

ORGANISATIONDESIGN

MISALIGNEDPROCESSES

WEAKCAPABILITIES

ManagementControl

1 3Continue MSP

trainingPMO development

Seek approval forPMO development

Spread the PMO'vision'

BenefitsManagement

3Clarify programme

outcomes withcustomer

Develop benefitsrealisation plan

FinancialManagement

3 4

Work towardsincreased unity in

cost modelingassumptions

Work towards beingable to factor in LOT

extension cost planningfor future schedule

changes

StakeholderEngagement

2 3Introduce PMO

communications'battle rhythm'

Develop stakeholderengagement strategy

RiskManagement

2 3Continue

integration efforts

Broaden riskmanagement approach

to be more systemic

OrganisationalGovernance

2 3Appoint PMO

Project managerAlign PMO roles to P3M3

ResourceManagement

2 3

Continue work onclarification of

individual roles andaccountabilities for

PMO

Conduct skillsenhancement training in

new roles andaccountabilities

Ensure PMO culture isone of service andintegration, NOT

assurance and taskforwarding

(the 'mail box')

CONCLUSION

• Self assessment was usefully employed to brief a Senior Executive on the status of their organisation

• Also provided useful measure upon which to base a business case for Org Dev

• Mentoring from a Reg Con played a key role in deriving maximum value from the self assessment

• Self assessment also considered a useful ‘progress measure’ in collaboration with a Reg Con

QUESTIONS & ANSWERS

Upcoming Australasia Events

• Wednesday 2 October @ midday AEST(Canberra – Australia)Webinar | Managing Benefits – Optimizing Return on Investments

Presented by Stephen Jenner & Philip Reidhttp://www.apmg-international.com/en/news-events/webinars/255951.aspx

• Friday 15 NovemberShowcase Event | APMG-International Australasia Showcase

@ Melbourne Convention & Exhibition Centrehttp://www.aus.apmg-showcase.com/

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lawrie.kirk@uxcconsulting.com.au

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