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P3M3 ® is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office.October 2010
P3M3 Profeo Assessments
Presented by Profeo Ltd.
October 2010 www.profeo.com 2
P3M3® - Maturity Model
The model to measure– Project Management Maturity– Programme Management Maturity– Portfolio Management Maturity
Registered Trade Mark of the Office of Government Commerce (OGC) Published by The Stationery Office (TSO)
– Developed 2006– Revised edition 2008
P3M3 has developed into a standard maturity assessment model P3M3 is based on CMMI P3M3 contains
– 3 models– 5 maturity levels– 7 perspectives
October 2010 www.profeo.com 3
P3M3 Structure
ModelsPortfolio ManagementProgramme ManagementProject Management
Maturity LevelsAware
(Level 1)Repeatable
(Level 2)Defined (Level 3)
Managed (Level 4)
Optimised(Level 5)
PerspectivesManagement
ControlBenefits
ManagemetFinancial
ManagementStakeholder Management
Risk Management
Organisational Governance
Resource Management
October 2010 www.profeo.com 4
P3M3 Maturity levels
The organization assesses itscapacity to manage programmes and projects andprioritize them accordingly.
Level% of
OrganisationsProject Management Programme Management Portfolio Management
5 2%Undertake continuous process improvement with proactive problem and technologymanagement.
4 4%Obtain and retain specific management metrics on itsmanagement performance and run a quality managementorganization to better predict and control future performance.
3 9%Have its own portfolio management process and centrally controlled programme and projectprocesses 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 andprocedures to a minimum specified standard. (There may be limited consistency or coordination).
1
Recognize projects and runThem differently from ongoingbusiness. (Projects may berunning informally with nostandard processes or tracking system).
Recognize programmes andrun them differently fromprojects. (Programmes maybe running informally with nostandard processes ortracking system).
Have an Executive Board thatrecognizes programmes andprojects and maintains a list,without perhaps a formaltracking mechanism anddocumented process.
October 2010 www.profeo.com 5
P3M3 Key Aspects
Governance looks at how the delivery of projects is aligned to the strategic direction of the organisation. Itconsiders how start-up and closure controls are applied to projects and how alignment is maintained during aproject’s lifecycle. This differs from management control, which views how control of a project is maintainedinternally.
Governance
Perspective Description
ManagementControl
Management Control covers how the direction of travel is maintained throughout the project’s lifecycle, withappropriate break points to enable it to be stopped or redirected by a project board (or equivalent) if necessary.
BenefitsManagement
Benefits management is the process that ensures that the desired business change outcomes have beenclearly defined are measurable and are ultimately delivered through a structured approach and with fullorganisational ownership.
Stakeholder Management
Stakeholder management includes communications planning, the effective identification and use of differentcommunications channels, and techniques to enable the project’s objectives to be achieved.
RiskManagement
Risk Management is the process to systematically identify and manage opportunities and threats.
FinanceManagement
Finance is an essential resource that should be a key focus for initiating and controlling projects. Financialmanagement ensures that the likely costs of the project are captured and evaluated within a formal businesscase and that costs are categorised and managed over the investment life cycle.
ResourceManagement
Resource management covers management of all types of resources required for delivery. These includehuman resources, buildings, equipment, supplies, information, tools and supporting teams.
October 2010 www.profeo.com 6
Reasons for using P3M3
Example
After a merger
US Listed companies (or their subsidiaries) whose revenue is largely project based
Just implemented a project management standard but performance has not gone up
Organisations facing stakeholder scrutiny
Benefit
Helps determine which processes and tools to adopt as the new corporate standard.
P3M3 compliance at Level 3 or higher will indicate robust project processes regarding the revenue and profit statements in quarterly/annual returns (SOX requirement)
Identifies underlying reasons for non-performance and fosters understanding on how to unlock latent capability.
Independent assessment and certification to demonstrate capability (<5% of organisations are Level 3 or higher!)
October 2010 www.profeo.com 7
Profeo‘s Assessments
On-line Survey Discovery Assessment
DiagnosticAssessment
Certif icationAssessment
Purpose BenchmarkingIdentify shortcomings & areas of improvement
Identify sources & improvement plan
Certificate
Resource requirements
from 12 to 200 (internal staff)
3 interview partnersMinimum 9 interview partners + 200 for on-
line survey
Minimum 9 interview partners
Duration Client preference2 - 3
weeks4 - 6 weeks
3 - 4weeks
Consultant lead Authorised consultant
Benefit
To baseline an organisation’s likely
maturity and benchmark with companies of the
same industry
A discovery of capability in order to
prioritise improvement plans
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
October 2010 www.profeo.com 8
Interested ?
Contact in Switzerland
Profeo Ltd.Hoval HausGeneral Wille-Str. 201CH-8706 Feldmeilen
T +41 (0)43 499 78 90F +41 (0)43 499 78 89E: [email protected]
Claudia KaryManaging DirectorT +41 (0)43 499 78 90E: [email protected]
Contact in Germany
Profeo AG – Office GermanyFranz-Joseph-Str. 41D-80801 München
Andreas ReichmannManager Profeo GermanyT +49 (0)89 64910857E: [email protected]
Website: www.profeo.com
