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 4

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 5

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 Programs eight 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

PMMM 10 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 management 8.Internal communication 9.Management of accounts and finance 10.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

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

Comparing Programs Average ratings for all programs in database

Sample Results 13

Sample Results – Database Averages 14 Typically well developed aspects Average of all aspects Rating for project overall Typically less well developed aspects Rating for elements

Sample Results – Database Averages 15 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 16 Well developed aspects Less developed aspects Average of peers

Sample Result – Utilities IS Programme 17 Externally managed Managing scope change maintains profit Independent External Audit

Sample Result – Immature Programme 18 All ratings below peer group average

S.Africa – Utilities Programme 19 Growing interest in benefit management A Gap here Well developed aspects

Programme Rescue - Before 20

Programme Rescue - After 21

Programme Rescue - Comparison 22

IT v Non-IT Programmes 23

IT v Non-IT Programmes 24 IT Programmes generally better than non IT IT Programmes generally worse than non IT

Conclusion & where do you go from here 25

What happens next? 1.Take PMMM questionnaire 2.Complete all questions for your program ( current or most recent program ) 3.Independent Expert or self assessment? 4.Return to ProgM 5.We will analyse tonight 6.You will receive back your program profile with comments 7.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 27

To analyse your Programme Questionnaire available on 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 28