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Maturity modelling |
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Maturity modelling is a key part of establishing continual improvement for organisations. This is undertaken by our Assess team who also undertake maturity assessments, health checks and governance reviews.
The P3M3 maturity was released last year by the Office of Government Commerce, the APM Group accredits a limited number of organisations to use the model on behalf of the OGC.
P3M3 Maturity model
Adopting MSP™ and PRINCE2® and will take time. The organisation will want to plan how it evolves and should set itself improvement targets. It will take more than writing processes to improve, it must improve the competence of the organisation.
The OGC has developed a maturity model called P3M3, this identifies 5 levels of maturity that an organisation passes through as it seeks to achieve and then exceed best practice. It addresses the maturity of an organisation in it's ability to manage Portfolios, Programmes and Projects from the process perspective. |
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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.) |
Level 2 - repeatable process |
Does the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard?
(There may be limited consistency or co-ordination between projects) |
Does the organisation ensure that each programme is run with its own processes and procedures to a minimum specified standard?
(There may be limited consistency or co-ordination between rogrammes) |
Does the organisation ensure that each programme and/or project in its portfolio is run with its own processes and procedures to a minimum specified standard?
(There may be limited consistency or co-ordination) |
Level 3 - defined process |
Does the organisation have its own centrally controlled project processes, and can individual projects flex within these processes to sed the particular project? |
Does the organisation have its own centrally controlled programme processes and can individual programmes flex within these processes to sed the particular programme? |
Does the organisation have its own centrally controlled programme and project processes and can individual programmes and projects flex within these processes to sed particular programmes and/or projects. And does the organisation have its own portfolio management process? |
Level 4 - managed process |
Does the organisation obtain and retain specific measurements on its project management performance and run a quality management organisation to better predict futureperformance? |
Does the organisation obtain and retain specific measurements on its programme management performance and run a quality management organisation to better predict future programme outcomes? |
Does the organisation obtain and retain specific management metrics on its whole portfolio of programmes and projects as a means of predicting future performance?
Does the organisation assess its capacity to manage programmes and projects and prioritise them accordingly?
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Change Capability Model
Our experiences to date suggests that capability to change must be asses from 4 perspectives: Availability, volume, mobility and competence of resources supporting the change.
- Tools and techniques for organising, designing and implementing the changes, or which project management is one.
- Flexibility of business systems of production and delivery to adapt to new ways of working.
- Staff enablement, engagement, culture and competence to cope with change.
If these are the perspectives of change then as organisations develop it is likely that they will improve. We have developed a 5 stage maturity model against which we can view their improving capability to adapt and adopt new ways of working as follows:
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where there are no rules, paths or experiences so everything has to be learned and discovered. |
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it's not the first time, they recognise some landmarks and dangerous places; there are some rules and tools, but still there are high levels of unpredictability and risk. |
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they know the paths, have learned where the dead ends are, the landmarks and the areas of danger. They have confidence to predict the main obstacles, they can even forecast their arrival time, and they are also learning how to make changes stick |
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they know what is going to happen, they have now been down many of the dead end paths, they wont get lost and even if they do they have the experience and confidence to find their own way back on course, they even take short cuts. They are confident that they will achieve the outcome. |
| they have developed known and proven ways of doing things, there is competence and capability within the organisation to handle new initiatives and make them stick, the confidence is used to innovate and achieve step changes in capability, leaps rather than steps in the right direction - they are |
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