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Programme and Project Management Capability Checklist
ABN: 91 063 977 284
Tell us a little about the numbers:
1. How many major change programmes is your agencyrunning?
0 1-3 >3
How many people work on these change programmes? i. In SES leadership roles( e.g. Sponsoring Group)
0 <10 10-25 >25
ii. In management roles (e.g. programme or changemanager)
0 <10 10-25 >25
iii. In support roles (e.g. Programme Office)0 <10 10-25 >25
iv. In other roles (e.g. team members)0 <10 10-25 >25
2. How many projects is your agency running?
1-5 5-15 15-50 >50
How many people work on these projects? i. In SES leadership roles( e.g. Project Board)
0 <10 10-25 >25
ii. In management roles (e.g. project or teammanager)
0 <10 10-25 >25
iii. In support roles (e.g. Project Office)0 <10 10-25 >25
iv. In other roles (e.g. team members)
0 <10 10-25 >25
Please rate your agencies current levels of skills and experience: 1. Programme Management:
Unq
ualif
ied
and
Inex
perie
nced
Qua
lifie
d bu
t Ine
xper
ienc
ed
Not
Qua
lifie
d bu
t Com
pete
nt
Qua
lifie
d an
d Co
mpe
tent
Qua
lifie
d an
d hi
ghly
exp
erie
nced
Leaders Managers PMO/Support Other Key: Few (<10%); Some (10-50%); Most (50-90%); All (>90%)
2. Project Management:
Unq
ualif
ied
and
Inex
perie
nced
Qua
lifie
d bu
t Ine
xper
ienc
ed
Not
Qua
lifie
d bu
t Com
pete
nt
Qua
lifie
d an
d Co
mpe
tent
Qua
lifie
d an
d hi
ghly
exp
erie
nced
Leaders Managers PMO/Support Other Key: Few (<10%); Some (10-50%); Most (50-90%); All (>90%)
Tanner James… Enhancing Your Programme and Project Management Capability
Level 4, 11 London Circuit GPO Box 1561 Canberra ACT 2601 T: 1300 774 623 F: 02 6162 0462
www.tannerjames.com.au
Contact details:
Name:
Phone:
Department/Agency:
Position:
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Programme and Project Management Capability Checklist
Tanner James… Enhancing Your Programme and Project Management Capability
Level 4, 11 London Circuit GPO Box 1561 Canberra ACT 2601 T: 1300 774 623 F: 02 6162 0462
www.tannerjames.com.au
ABN: 91 063 977 284
How did you go with your last P3M3 assessment:
Sub-
mod
el sc
ore
Process perspectives
Org
anisa
tiona
l Gov
erna
nce
Man
agem
ent C
ontr
ol
Stak
ehol
der E
ngag
emen
t
Bene
fits M
anag
emen
t
Fina
ncia
l Man
agem
ent
Reso
urce
Man
agem
ent
Risk
Man
agem
ent
Portfolio Management Programme Management Project Management Key: 1 (Awareness); 2 (Repeatable); 3 (Defined); 4 (Managed); 5 (Optimised); D (Don’t Know); N (Not Applicable)
What is that status of your Capability Improvement Plan: How recent is it?
i. Currentii. Not updated within last 6 months
iii. Not updated for over 12 monthsiv. Not updated for over 2 years
Who is the Sponsor of the latest CIP? i. CIO
ii. CFOiii. Deputy Secretaryiv. Non-SESv. Other:
vi. Don’t know / don’t have one
Do you currently have a formally established project or programme to govern implementation of your CIP? Comments:
Please indicate if you face any of these challenges to improving PPM capability: Insufficient, inadequate or ineffective SES understanding and involvement Managers under too much pressure to have time to attend multi-day training courses Managers have difficulty translating MSP/PRINCE2 into practice MSP/PRINCE2 too cumbersome
Too many templates and/or too much detail in them
People feel anxious sitting MSP/PRINCE2 exams
Current Policy Considerations: Please indicate how you feel about the following influences upon PPM:
i. Department of Finance Advice concerning changesto the ICT Investment Approval Process (formerlyICT Two Pass Review process), including P3M3.
ii. DTO requirements for Digital Transformation Plans
iii. Belcher Red Tape Review findings in relation toP3M3 and PPM Capability Improvement
iv. Shergold Review of government processes for thedevelopment and implementation of large publicprogrammes and projects
