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
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 coordination.
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.
2.
3.
4.
5.
6.
7.
8.
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
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
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
Please answer the following questions about quality management & auditing within the
program. Please tick one box for each question.
None
Part
All


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.

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A PMMM Profile
Ratings for Programme No 42
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Rating given to
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Overall perception
for this program
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Average for this
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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
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Average ratings
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Ave all results
Sample Results
13
Sample Results – Database Averages
Typically well
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Average of
all aspects
Average ratings from database
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Individual ratings
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Rating for
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Aspect of Programme Management
14Typically less well
developed aspects
Overall rating
Scope & change
programme
accounting &
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internal
communication
configuration
management
quality management
& auditing
issue and risk
management
stakeholder
management
benefit management
planning
management
organisation
0
Rating for
project overall
Sample Results – Database Averages
Typically well
developed aspects
Average of
all aspects
Average ratings from database
(with +/- 1 std deviation marked)
+- 1 std
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Individual ratings
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Aspect of Programme Management
15Typically less well
developed aspects
Overall rating
Scope & change
programme
accounting &
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internal
communication
configuration
management
quality management
& auditing
issue and risk
management
stakeholder
management
benefit management
planning
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0
Rating for
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Sample Result – Finance Sector IS Programme
Well developed
aspects
Average of
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Ratings for Programme No 14
5
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Rating
Individual Ratings
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Managing scope change
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Ratings for Programme No 12
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Ratings for Programme No 48
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Growing interest in
benefit management
19
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21
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May to August
2001
Programme Rescue
- Comparison
Changes to Ratings -
5
4
Industry Ave
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Aug Rating
2
May Rating
1
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Aspect of Program m e Managem ent
22
IT v Non-IT Programmes
Ratings for IT and Non-IT Programmes
5
4
Database Average
2.69
Rating
3
IT Ratings
Non-IT Ratings
2
IT Average
1
2.63
0
Non-IT
Average
2.77
23
Aspect of Programme Management
co
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Rating
IT v Non-IT Programmes
Ratings for IT and Non-IT Programmes
IT Programmes generally
better than non IT
5
4
3
IT Ratings
Non-IT Ratings
2
Ave all results
1
0
24
IT Programmes generally
worse than non IT
Conclusion & where do you go from
here
25
What happens next?
1.
2.
3.
4.
5.
6.
7.
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
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 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
28