program and portfolio management maturity - by algin erozan - icompetences ppm2013

7/29/2019 Program and Portfolio Management Maturity - By Algin Erozan - iCompetences PPM2013

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Project,ProgramandPor/olio

ManagementMaturity

AlginErozan,PMP



MaturityisNotWhenWeStartSpeakingBigThings….ButActuallyItIs,WhenWeStart

UnderstandingSmallThings….

Unknownquote



Agenda

• Whymaturity?

• Organiza0onalMaturity

• ProjectManagementMaturity

• MaturityModels(CMM,PMMM,P3M3,OPM3)

• TheroleofPMO(Project,Program&PorBolioManagementOffices)

• Howtodeterminetheorganiza0onalProject,ProgramandPorBolioManagementmaturitylevel?



Whymaturity?

• Individualsaretryingtogetbenefitfrommaturity.

• Organiza0onalmaturityisalsoimportant.Organiza0onsalsogetbenefitfrommatureprocesses.

• Organiza0onalmaturityenablesanorganiza0onto:

– Transformorganiza0onalstrategyintosuccess

– Developbusinessimprovement

– Getcompe00veadvantage



Organiza<onalMaturity• Organiza0onalmaturityistheleveloforganiza0on’s

readinessandexperienceinrela0ontopeople,processes,

technologiesandconsistentmeasurementprac0ces.• Organiza0onalMaturityistheprocessofrefiningbusiness

processestoensuresuccess.



TypicalOrganiza<onalEnvironment

PorBolio

PorBolios

Programs

Program

Projects

Project

Projects

Programs

OtherWorks

Projects&ProgramsarepartofaProjectPorBolio



PorBolios

Programs

Projects

OtherWork

INPUT

Strategic

Plan&

Resources

OUTPUT

Strategy

Delivery

TypicalOrganiza<onalEnvironment

StrategicPlan&Delivery



ProjectManagementMaturity• Organiza0onalProjectManagementMaturity

Modelisyourguidetoachieving

organiza0onalmaturity.Usethematurity

modeltoimproveyourprocesses,and

increaseandmeasureyourmaturityagainsta

comprehensivesetoforganiza0onalbestprac0ces.

• Weneedeffec0vePMprocesses



WithoutEffec<vePMPrac<ces

• Morethan3%Percentofprojectscancelled.

• Morethan8%Percentofprojectsoverschedule,overbudget.

• Asaresultwecannotcometosuccessfulpointwithouteffec0vePMprocesses



MaturityModels

• CMM(CapabilityMaturityModel-CarnegieMellon

UniversitySo[wareEngineeringIns0tute)• PMMM(ProjectManagementMaturityModel-IIL/

HaroldKerzner)

• P3M3(PorBolio,Programme,andProjectManagementMaturityModel-OGC/OfficeofGovernment

CommerceUK)

• OPM3(Organiza0onalProjectManagementMaturity

Model-PMI/ProjectManagementIns0tute)



CMM(CapabilityMaturityModel)• RecognizedasastandardforITindustry

• In2,theSW-CMMwasupgradedto

CMMI®(CapabilityMaturityModel

Integra0on).



P r o c e s

s

I m p r o v

e m e n t

Level 4

Benchmarking

P r o c e s

s

C o n t r

o l

Level 3

Singular Methodology

P r o c e s

s

D e f i n i t

i o n

Level 2Common

Processes

B a s i c

K n o w

l e d g e

Level 1

CommonLanguage

Level 5Continuous

Improvement

q Scope/Integration Management

qTime Managementq Cost Management

q Human Resource Management

q Embryonic

q Executive Management Acceptance

q Line Management Acceptance

q Growth

q Maturity

q Integrated Processes

q Culture

q Management Support

q Training and Educationq Informal Project Management

q Behavioral Excellence

q Quantitative Benchmarking

q Qualitative Benchmarking

q Existing Process Improvement

q Integrated Process Improvements

q Behavioral Issues

q Benchmarking

q Managerial Issues

q Procurement Management

qQuality Managementq Risk Management

q Communication Management

KerznerProjectManagementMaturityModel

(PMMM)

Similarinappearanceto

SEICMM



P3M3

MaturityLevelsP3M3usesafive-levelmaturityframeworkandthe

fiveMaturityLevelsare:

Level1–awarenessofprocess

Level2–repeatableprocess

Level3–definedprocess

Level4–managedprocessLevel5–op0mizedprocess



OPM3:FivePMProcessGroups

xThreeDomainsxFourLevels



OPM3



Level1

Ini0al

AdHoc

Level2

Planned&

Repeatable

Level3

Defined&

Organized

Level4

Integrated&

Managed

Level5

Op0mized&Sustained

GENERALMATURITYMODEL



CurrentSitua<on



Level1Ini<alAdHoc

• NoDefinedProcess

• Discre0onary

• AbandonedinCrisis

• SucessdependsonHeroicEfforts

• NoPMTools

• ZeroGovernance

• UnpredictableResults.



Level2Planned&Repeatable

• PMTraining

• asicPMProcess

• NotConsistent

• ProjectPlans

• ResourceConflicts

• SimplePMTools

• ProjectSponsor

• PMResults.



Level3Defined&Organized

• FormalPMTraining

• FormalPMProcess• Monitors&Controls

• ManagedPlans

• StandardizedTools

• Exec.PMSupport• SimpleProjectPriority

• ProjectResults.

• Projectgroupsworktogether

• Dataissystema0callysharedacrosstheprojects



Level4Integrated&Managed

• CareerPath

• IntegratedProjects• Programs

• EnterpriseResources

• Quan0fiedProject: – Selec0on

– Priori0za0on

• EnterprisePMTools

• PredictableResults.



Level5Op<mized&Sustained

• PMCQI(con0nuousqualityimprovement)

• CorporateTraining: – AdvancedPMSkills

– LeadershipSkills

– Cer0fica0on

• PMCoreProcesses

• PMStrategicPlan

• Strongteamwork

• FocususinessValue

• Dataisusedtoevaluateandselectprocessimprovements

• Newtechnologiesareusedanddeployed



TheroleofthePMO

– Deployingsuccessfulprojects,programsandporBoliosdepends

alotonthematurityoftheorganiza0on.

– Generally,theroleoftheproject/program/porBolio

managementoffice(PMO)willbetosupportthestrategyand

strategicdirec0onofthecompany. – HavingthePMOasaseparateofficefromotherbusinessunitsis

agoodthingasithelpstheofficemaintainneutralityand

harnessesbusinessresourcesinamorecohesivemanner.



PMOinOrganiza<on

ChiefExecu0ve

Func0onalManager Func0onalManager Func0onalManager PMO

STAFF

STAFF

STAFF

STAFF

STAFF

STAFF

STAFF

STAFF

STAFF

PM

PM

PM



ProjectManagementOffice

• Improvedcollabora0ononcross-businessunit

projects• Increasedvisibilityofprojectperformanceacross

thecompany

• Enhancedcareerpathingforprojectmanagers• Streamlinedprojectbudge0ngandapproval

process

• Standardizedprojectmetricsandmethodology



ProgramManagementOffice

• Organizeprojectsintogroupings

• Comparebenefitsbetweenprojects

• Examinethedependencybetweenpojects

• Facilitateprogramrepor0ng• alanceresourcesamongprograms



Por/olioManagementOffice

• Usuallyadedicatedcommieewhoreview

projectsonaregularbasis• Comprisedofmembersrepresen0ngfinance,IT,

compliance,Legal,usiness

• Membersarenormallyattheexecu0velevelof

theorganiza0on.• TheydetermineRoI,RateofReturn,Strategic

Priority

• Theyques0onnewprojectspriortoreceiving

capitalappropria0onorfunding



Determinethelevelofmaturity

• Howdoestheorganiza0ondetermineits

currentlevelofmaturity?ydoingAssessment!

• Youshouldknowwhereyouare?

• Youhavetoseewheretogo?



Howtodotheassessment?

• ProjectManagementexpertsperformthematurityassessmentby: – UsingsometoolslikeOPM3,PMMM,CMM,P3M3

– Staffinterviews

– Surveyevalua0on

– enchmarkingincomparisontoestablishedstandards

ThecurrentmaturityisdeterminedbyperformingadetailedmaturityassessmentoforganizaEon’s

capability,weaknesses,andoverallbusiness



Howtodeterminetheorganiza<onalProject,ProgramandPor/olioManagementmaturitylevel?

• Therearesomematuritymodels(OPM3,CMM,PMMM,P3M3etc.)toevaluateandtrackanorganiza0on

• Someques0onstoconsiderare:

– Arethebusinessprocesseswithintheorganiza0onrepeatable?

– Isanyprojectmethodologyfollowed?

– Isanyprojectdatacaptured?AnySo[waretoolsused?

– Howareprojectschosenandini0ated?

– Howareprojectrolesdetermined?

– Howisprojectinforma0oncommunicated?

– Howaretheexecu0vesintheorganiza0onkeptinformedontheprojects?

– Aretherecer0fiedprojectmanagersintheorganiza0on?



AssesstheMaturity ImprovetheMaturity

Assessing&ImprovingMaturity



Whatdoyouthink?

Howmatureyourorganiza<on?



ThankYou

[email protected]

[email protected]@gmail.com

+90.555.2556831

www.alginerozan.com



Reference• CarnegieMellonUniversitySo[ware

EngineeringIns0tute

• PMI-ProjectManagementIns0tute

• OGC/OfficeofGovernmentCommerceUK

• Interna0onalAssocia0onofProjectandProgramManagement–IAPPM

• Robbinsgioia

•

K i ht A i t

program and portfolio management maturity - by algin erozan - icompetences ppm2013

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