The Program Management Maturity Model - How mature is your program?

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The Program Management Maturity Model-How
mature is your program?

• Geoff Reiss

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Program Management Maturity Model
Program leadership
Program Mgt support environment
Program - controlled
Program - planned
Independent uncoordinated projects
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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

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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
  programs 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.
• The program is primarily a collection of projects
  with few program level functions and little
  co-ordination. 
• 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.
• 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.
• 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.  
• 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.

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Managing Successful Programseight principles

• Program management organisation
• Program planning
• Benefits management
• Stakeholder management
• Issue management risk management
• Quality management
• Configuration management
• Audits

Managing Successful programmes is available from
the UK Office of Government Commerce (OGC)
at www.ogc.gov.uk
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PMMM10 aspects of program Management

• Program management organisation
• Program planning
• Benefits management
• Stakeholder management
• Issue management risk management
• Quality management audits
• Configuration management

• Internal communication
• Management of accounts and finance
• Management of scope and change

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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
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A PMMM Profile
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The PMMM database

• gt200 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

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Comparing Programs
Average ratings for all programs in database
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Sample Results
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Sample Results Database Averages
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Sample Results Database Averages
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Sample Result Finance Sector IS Programme
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Sample Result Utilities IS Programme
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Sample Result Immature Programme
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S.Africa Utilities Programme
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Programme Rescue - Before
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Programme Rescue - After
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Programme Rescue - Comparison
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IT v Non-IT Programmes
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IT v Non-IT Programmes
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Conclusion where do you go from here
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What happens next?

• Take PMMM questionnaire
• Complete all questions for your program (current
  or most recent program)
• Independent Expert or self assessment?
• Return to ProgM
• We will analyse tonight
• You will receive back your program profile with
  comments
• Plan Improvements using the Program Maturity
  Improvement Model (PMIP) from the Gower Handbook
  of Programme Management.

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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