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The Program Management Maturity Model - How mature is your program?. Geoff Reiss. Program Management Maturity Model. Program leadership. Program Mgt support environment. Program - controlled. Program - planned. Independent uncoordinated projects. Program Leadership.

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program management maturity model
Program Management Maturity Model

Program leadership

Program Mgt support environment

Program - controlled

Program - planned

Independent uncoordinated projects

program leadership
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
The Programme Management Maturity Model
  • Background to PMMM?
  • Data collected to date and sample results
  • Conclusions
  • Where do you go from here
history of the pmmm
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
pmmm initial questions
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.

  • 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.

managing successful programs eight principles
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

pmmm 10 aspects of program management
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
pmmm questionnaire a typical section
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

Overall perception for this program

Average for this program

A PMMM Profile
the pmmm database
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
Comparing Programs

Average ratings for all programs in database

sample results database averages

Typically well developed aspects

Average of all aspects

Rating for project overall

Rating for elements

Typically less well developed aspects

Sample Results – Database Averages
sample results database averages15

Typically well developed aspects

Average of all aspects

+- 1 std deviation

Rating for project overall

Rating for elements

Typically less well developed aspects

Sample Results – Database Averages
s africa utilities programme

Well developed aspects

A Gap here

Growing interest in benefit management

S.Africa – Utilities Programme
what happens next
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.
conclusion
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
to analyse your programme
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