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Maturity Models. Neil Glover, OGC KISSD. APM Maturity Models presentation. Introduction to OGC What are maturity models? How can they help? Where next? Discussion. The Office of Government Commerce. Position OGC is an office of HM Treasury http://www.ogc.gov.uk/

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maturity models

Maturity Models

Neil Glover, OGC KISSD

apm maturity models presentation
APM Maturity Models presentation
  • Introduction to OGC
  • What are maturity models?
  • How can they help?
  • Where next?
  • Discussion
the office of government commerce
The Office of Government Commerce
  • Position
    • OGC is an office of HM Treasury

http://www.ogc.gov.uk/

    • OGCbuying.solutions as an agency of OGC

http://www.ogcbuyingsolutions.gov.uk/

  • History
    • Created in 2000 from existing government agencies:
      • CCTA (IT and procurement), PACE (property and construction) and The Buying Agency
      • Long history of developing guidance
    • To carry out the recommendations of the Gershon review into efficiency
ogc now
OGC now
  • Mission
  • a catalyst to help public sector achieve efficiency, value for money in commercial activities and improved project success.
  • Vision
  • to be regarded as a trusted adviser to public sector organisations in supporting the successful and efficient delivery of their objectives.
  • Priorities
  • to support the delivery of:
    • The public sector’s £21.5bn annual efficiency gains by 2007/08
    • £3bn saving by 2007/08 in central Government Procurement
    • Improvement in the success rates of mission critical projects
  • Performance efficiency relies on successful application of best practice guidance
what is the problem
What is the problem?
  • PPM established
  • Projects still fail
  • Innovation & complexity
  • E culture
  • Link corporate capability to portfolio complexity and skills agenda
projects still fail
Projects still fail
  • Common Causes of project Failure
  • Lack of clear links between the project and the organisation's key strategic priorities, including agreed measures of success.
  • Lack of clear senior management and Ministerial ownership and leadership.
  • Lack of effective engagement with stakeholders.
  • Lack of skills and proven approach to project management and risk management.
  • Too little attention to breaking development and implementation into manageable steps.
  • Evaluation of proposals driven by initial price rather than long-term value for money (especially securing delivery of business benefits).
  • Lack of understanding of, and contact with the supply industry at senior levels in the organisation.
  • Lack of effective project team integration between clients, the supplier team and the supply chain.
the management toolbox
The management toolbox
  • Processes and methods
    • E.g. PRINCE2
  • Capabilities and Skills
  • Assessment tools
    • Risk Assessments
    • EFQM/ Balanced Scorecard
    • Maturity Models
what are maturity models
What are maturity models?
  • Organisational capability/ embedding assessment
  • Corporate process strengths and weakness.
  • How can they help?
    • Measure of embedding
    • Improvement over time
    • Potential to bind organisational capability, individual skills and portfolio complexity
  • NOT
    • Project Audits
      • Project management processes
      • GATEWAY Assessments
    • Individual team member competence assessments
apm study 2005 06
APM Study 2005/06
  • Range of models
    • 23 different models
      • 18 for project management, 3 for programme management, 1 for portfolio management
      • 2 for all three of the above
      • 1 for risk management
  • Evolution of Project Management tools
    • 1980s: quality management tools, early capability maturity models
    • 1990s: PMI Body of Knowledge, EFQM, Project capability maturity models, Project Excellence Model
    • 2000+: Project Management Maturity Models, OPM3, P3M3
ogc s tool set
OGC’s Tool Set
  • Assessment tools
    • Capability Assessment Tool (CAT)
    • Organisational Capability Maturity Assessment (CMA)
    • Improvement Planning Assessment (IPA)
    • Risk Potential Assessment (RPA)
    • Business Continuity Management Assessment
  • Maturity Models
    • CMMI Set
      • Project Management Maturity Model,
      • PRINCE2MM,
      • P3M3,
    • Procurement Excellence Model
      • EFQM based
similar tools
Similar tools
  • OPM3 from PMI,
  • Project Excellence Model (APM)
  • EFQM
portfolio programme and project management maturity model p3m3
Portfolio, Programme, and Project Management Maturity Model (P3M3)
  • Assessment of corporate maturity of embedded portfolio, programme and project management processes
  • It is structured with five levels of maturity, which are:
      • Level 1 - initial process
      • Level 2 - repeatable process
      • Level 3 - defined process
      • Level 4 - managed process
      • Level 5 - optimised process
  • Maps maturity levels for 32 management processes
    • description, goals, approach, deployment, review, perception and performance measures
top level view

Maturity:

Project

Programme

Portfolio

Level 1 - initial process

Does the organisation recognise projects and run them differently from its ongoing business? (Projects may be run informally with no standard process or tracking system.)

Does the organisation recognise programmes and run them differently to projects? (Programmes may be run informally with no standard process or tracking system.)

Does the organisation’s Board recognise programmes and projects and run an informal list of its investments in programmes and projects? (There may be no formal tracking and reporting process.)

Top level View
level 5

Maturity:

Project

Programme

Portfolio

Level 5 - optimised process

Does the organisation run continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimise processes?

Does the organisation run continuous process improvement with proactive problem and technology management for programmes in order to improve its ability to depict performance over time and optimise processes?

Does the organisation run continuous process improvement with proactive problem and technology management for the portfolio in order to improve its ability to depict performance over time and optimise processes?

Level 5

P3M3

where next
Where next?
  • Corporate view
  • Programme Office/ Centre of Excellence responsibility
  • Link maturity to portfolio complexity
  • Add in topic views,
    • e.g business case management
the bigger picture
The bigger picture

PEOPLE

Organisation

role of the programme office
Role of the Programme Office

Programme Office

Assessment

(Maturity Models, capabilities & performance)

Assessment

(Risk Assessment,

Business case etc)

PPM Skills

and

Capabilities

Programme

Portfolio

Allocation, Management

and Assessment

discussion
Discussion
  • Know of them?
  • Experience
    • Good
    • Bad
  • Do you measure corporate capability?
contact details
Contact details

Knowledge, Innovation Standards and Skills Division

Neil Glover

Neil.Glover@ogc.gsi.gov.uk

OGC Service Desk

0845 000 4999

Gtn 3040 4999

OGC website

www.ogc.gov.uk

Successful Delivery Toolkit

www.ogc.gov.uk/sdtoolkit