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P3M3 - Discovery Assessment

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Discover your organisation's Project, Programme, and Portfolio Management maturity. An assessment based on P3M3 developed by Profeo Ltd., Zurich, Switzerland.

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P3M3 - Discovery Assessment

  1. 1. P3M3 – Discovery Assessment Presented by Profeo Ltd.
  2. 2. Content Discovery Assessment 3 P3M3 2 Profeo 1
  3. 3. Content Discovery Assessment 3 P3M3 2 Profeo 1
  4. 4. Profeo‘s Service Model
  5. 5. Profeo since 2001 Highlights ! <ul><li>In Switzerland </li></ul><ul><li>Only OGC accredited Consulting Organisation (as Affiliate of Outperform) with our own accredited consultants </li></ul><ul><li>Oldest PRINCE2, only MSP, MoP and P3O accredited Training Organisation (ATO) </li></ul><ul><li>We define the project together with the customer </li></ul><ul><li>We implement in cooperation with the customer </li></ul><ul><li>We enable the customer </li></ul><ul><li>We hand-over to the customer </li></ul><ul><li>We are available for coaching and reviews </li></ul>Our Consultants are Managers. Every Consultant is a specialist in at least one of the skills areas. <ul><li>Assessment </li></ul><ul><li>Consulting </li></ul><ul><li>Training </li></ul>Services <ul><li>PRINCE2 ® </li></ul><ul><li>MSP ® </li></ul><ul><li>MoP TM </li></ul><ul><li>P3O ® </li></ul><ul><li>P3M3 ® </li></ul>Standards of the Office of Government Commerce (OGC) <ul><li>Project Management </li></ul><ul><li>Programme Management </li></ul><ul><li>Project Portfolio Management </li></ul><ul><li>PMO </li></ul>Skills Areas
  6. 6. Content Discovery Assessment 3 P3M3 2 Profeo 1
  7. 7. P3M3 ® - Maturity Model <ul><li>The model to measure </li></ul><ul><ul><li>P roject Management M aturity </li></ul></ul><ul><ul><li>P rogramme Management M aturity </li></ul></ul><ul><ul><li>P ortfolio Management M aturity </li></ul></ul><ul><li>Developed by the Office of Government Commerce (OGC) 2006, revised 2008 </li></ul>
  8. 8. P3M3 Maturity levels The organization assesses its capacity to manage programmes and projects and prioritize them accordingly. Level % of Organisations Project Management Programme Management Portfolio Management 5 2% Undertake continuous process improvement with proactive problem and technology management. 4 4% Obtain and retain specific management metrics on its management performance and run a quality management organization to better predict and control future performance. 3 9% Have its own portfolio management process and centrally controlled programme and project processes with individual programmes and projects being able to flex within these processes. 2 85% 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 coordination). 1 Recognize projects and run Them differently from ongoing business. (Projects may be running informally with no standard processes or tracking system). Recognize programmes and run them differently from projects. (Programmes may be running informally with no standard processes or tracking system). Have an Executive Board that recognizes programmes and projects and maintains a list, without perhaps a formal tracking mechanism and documented process. 85%
  9. 9. Signification of the levels for your project world Level 1 Aware Level 2 Repeatable Level 3 Defined Level 4 Managed Level 5 Optimized Based on Carnegie Mellon <ul><li>Reduction of project costs (–50%), project duration (–50%) </li></ul><ul><li>Proactive optimization of processes </li></ul><ul><li>Reduction of project costs (–33%), project duration (–40%) </li></ul><ul><li>Reactive optimization of processes (based on key performance indicators) </li></ul><ul><li>Reduction of project costs (–20%), project duration (–25%) </li></ul><ul><li>Support of company strategy through the choice of aligned projects </li></ul><ul><li>Improvement visible from the outside (Stakeholders, customers) </li></ul><ul><li>Reduction in costs by avoiding redundant & non-strategic projects </li></ul><ul><li>Improved quality of results </li></ul><ul><li>Improved reliability of planning and prioritization of projects </li></ul><ul><li>Chaotic </li></ul><ul><li>Project success largely depending on „heroes“ </li></ul>
  10. 10. P3M3 Key Aspects Governance looks at how the delivery of projects is aligned to the strategic direction of the organisation. It considers how start-up and closure controls are applied to projects and how alignment is maintained during a project’s lifecycle. This differs from management control, which views how control of a project is maintained internally. Governance Perspective Description Management Control Management Control covers how the direction of travel is maintained throughout the project’s lifecycle, with appropriate break points to enable it to be stopped or redirected by a project board (or equivalent) if necessary. Benefits Management Benefits management is the process that ensures that the desired business change outcomes have been clearly defined are measurable and are ultimately delivered through a structured approach and with full organisational ownership. Stakeholder Management Stakeholder management includes communications planning, the effective identification and use of different communications channels, and techniques to enable the project’s objectives to be achieved. Risk Management Risk Management is the process to systematically identify and manage opportunities and threats. Finance Management Finance is an essential resource that should be a key focus for initiating and controlling projects. Financial management ensures that the likely costs of the project are captured and evaluated within a formal business case and that costs are categorised and managed over the investment life cycle. Resource Management Resource management covers management of all types of resources required for delivery. These include human resources, buildings, equipment, supplies, information, tools and supporting teams.
  11. 11. Example: Maturity Level of Benefits Management within Projects PjM3 – Benefits Management Level 1 There is some recognition that the concept of benefits can be differentiated from project outputs. PjM3 – Benefits Management Level 2 Benefits are recognized as an element within project business cases. There may be some documentation regarding who is responsible for particular benefits and their realization, but this is unlikely to be followed through or consistent. PjM3 – Benefits Management Level 3 There is a centrally managed and consistent framework for defining and tracking the realization of benefits arising from project outputs. PjM3 – Benefits Management Level 4 Benefits management is embedded within the project management approach and there is a focus on delivery of business performance from project outputs. Project performance metrics are collected and analyzed. PjM3 – Benefits Management Level 5 Benefits management is embedded within the organizational approach to change and is assessed as part of the development of organizational strategy. Business performance metrics are linked to, and underpin, the recognition of benefits realization. There is evidence of continual improvement.
  12. 12. Profeo‘s Assessments On-line Survey Discovery Assessment Diagnostic Assessment Certification Assessment Purpose Benchmarking, maturity level Benchmarking, maturity level, potential areas for improvement Identify sources & improvement plan Certificate Resource requirements from 12 to 200 (internal staff) 4 interview partners Minimum 9 interview partners + 200 for on-line survey Minimum 9 interview partners Duration Client preference 2 - 3 weeks 4 - 6 weeks 4 – 6 weeks Consultant lead Authorised consultant Benefit Snap shot of actual capabilities. Benchmark against companies of same industry A discovery of capabilites. Identifcation of areas to focus on for improvement Diagnose reasons for weaknesses in order to define measurements for improvement To assess an organisation’s maturity level in order to award a certificate for the level achieved
  13. 13. Investment (€) and add-ons > 30,000 Certification Assessment > 30,000 Diagnostic Assessment 795 6,450 Additional organisational unit 795 1,950 Online Assessment 6,450 6,950 Discovery Assessment Additional model 1 Model within 1 organisational unit Assessment
  14. 14. Content Discovery Assessment 3 P3M3 2 Profeo 1
  15. 15. Triggers for a Discovery Assessment <ul><li>You have introduced a Project Management Standard and have developed Tools, Templates and Project Guidelines and invested in the education of your project staff. Somehow you expected a bigger improvement of your project performance. </li></ul><ul><li>You are looking for an answer to the question: Where are we in comparison to our competitors? </li></ul><ul><li>You or your colleagues have the impression to have created an needless management overhead and doubt the actual benefit of the project management system. </li></ul><ul><li>The acceptance for PRINCE2 is fading and your colleagues fall back into old habits. </li></ul><ul><li>Senior Management has lost interest in the new standard and no longer considers the maintenance of the framework as a top priority. </li></ul>
  16. 16. Benefit <ul><li>Objective versus subjective identification of weaknesses and strengths </li></ul><ul><li>Starting point to establish a focussed action plan </li></ul><ul><li>Security, that action will generate a benefit </li></ul><ul><li>Positioning against your competitors </li></ul>
  17. 17. Description <ul><li>Identification of capabilities and assessment of maturity of the individual perspectives through interviews and the study of project documentation </li></ul><ul><li>Expandable to include other models (Programme and Portfolio Management) </li></ul><ul><li>Expandable to include additional organisational units </li></ul>Effort in MD Deliverable Approach up to 2.5 up to 2.5 up to 1.0 Discovery Assessment 2 – 3 Weeks <ul><li>Capability Report </li></ul><ul><li>Benchmark Report </li></ul><ul><li>Maturity Level </li></ul><ul><li>Assessment Plan </li></ul><ul><li>Process results </li></ul><ul><li>Enter results into data base </li></ul><ul><li>Benchmarking </li></ul><ul><li>Create Capability Report </li></ul><ul><li>Study project documentation </li></ul><ul><li>Study description of project framework </li></ul><ul><li>Conduct up to 4 interviews </li></ul><ul><li>Workshop with Stakeholders to identify expectations and goals </li></ul>3. Results 2. Assessment <ul><li>Expectations </li></ul>
  18. 18. Interested ? <ul><li>Contact in Switzerland Profeo Ltd. Hoval Haus General Wille-Str. 201 CH-8706 Feldmeilen T +41 (0)43 499 78 90 F +41 (0)43 499 78 89 E: [email_address] Claudia Kary Managing Director T +41 (0)43 499 78 90 E: [email_address] </li></ul><ul><li>Contact in Germany Profeo AG – Office Germany Franz-Joseph-Str. 41 D-80801 München Andreas Reichmann Manager Profeo Germany T 08006776336 E: [email_address] </li></ul><ul><li>Website: www.profeo.com </li></ul>