6. Andy Murray - embedding governance (lessons from maturity models) GOV011015
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Transcript of 6. Andy Murray - embedding governance (lessons from maturity models) GOV011015
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Embedding governance
Lessons from maturity models
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Session Overview
• Overview of maturity models
• The five evolutionary phases to maturing governance
• Governance as a cornerstone of maturity
• Tips to increasing and sustaining maturity
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History of Maturity Models
• Research by quality guru Phil Crosby demonstrated that the
quality of project outputs are directly related to the quality of the
processes used to create them
• First Maturity Model developed by Carnegie Mellon University in
1980’s used by US Government to assess quality of processes of
software suppliers to enable a prediction of output quality
• There are now hundreds of maturity models across numerous
management disciplines based on the core Carnegie Melon
University concept of 5 maturity levels
• The hierarchical nature of maturity models provides framework for
benchmarking capability, diagnosing root-causes, identifying
performance inhibitors and prioritizing improvement initiatives
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The P3M3 Model
• “Portfolio, Programme and Project Management Maturity
Model”
• A maturity model developed and owned by the Cabinet
Office (a UK Government Department)
• Describes key attributes that organisations are expected to
exhibit at five increasing levels of maturity
• Breaks down the complexity of project, programme and
portfolio management to enable improvement plans to be
formulated
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Maturity Levels
Level 1 – Aware
(Chaotic, Ad Hoc, Heroic)
The starting point for use of a new process
Level 2 – Repeatable
(Process discipline)
The process is used repeatedly
Level 3 – Consistent
(Embedded)
The process is defined/confirmed as a standard
Level 4 – Managed
(Quantified)
Process management and measurement takes place
Level 5 – Optimising
(Process Improvement)
Deliberate optimisation/ improvement
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P3M3 has 7 perspectives
Perspective Description (for projects model)
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 organizational 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.
organizational
Governance
organizational Governance looks at how the delivery of projects is aligned to the strategic
direction of the organization. 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.
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Each Perspective has 13 threads
Thread Description
Asset Management
Asset management is the set of practices that are applied to assets in order to provide the
required level of service in the most cost-effective manner. It includes the management of
design, construction, commissioning, operating, maintaining, repairing, modifying, replacing and
decommissioning/disposal of assets.
Assurance All the systematic actions necessary to provide confidence that the target (system, process,
organization, programme, project, outcome, benefit, capability, product output, deliverable) is
appropriate. Assurance will have a level of independence from that which is being assured.
Behaviours Behaviours covers the focus, motivation and prioritisation of work and individual commitment to
success
Commercial Commissioner The commercial management activities (e.g. procurement) of client who specifies work and
commissions others to deliver it
Commercial Deliverer The commercial management activities (e.g. bidding) of a supplier that delivers work for clients
Information and Knowledge
Management
How the organization captures, stores, organises and references information of any sort.
Infrastructure and Tools The tools and systems used to manage that perspectives, it could be as simple as a template or as
complex as a enterprise programme and project management system
Model Integration How the model integrates with other models (e.g. how programmes integrates with projects)
organization It is the structure, hierarchy and competencies of people in relation to that perspective
Planning Planning determines what is to be delivered, how much it will cost, when it will be delivered,
how it will be delivered, and who will carry it out in context of the perspective. E.g. in benefits
management it relates to the planning of benefits management activities.
Process A sequence of task used to achieve an output. In the context of the theme, it will be the common
approach that is used to manage that perspective
Standards A quality requiring conformance.
Techniques Approaches used to perform a process.
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Attribute Statements - summary
Risk Management
Level 1 Level 2 Level 3 Level 4 Level 5
Asset Management Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Assurance Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Behaviours Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Commercial Commissioner Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Commercial Deliverer Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Information and Knowledge
Management
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Infrastructure and Tools Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Model Integration Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
organization Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Planning Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Process Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Standards Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Techniques Certification
statement
Certification
statement
Certification
statement
Certification
statement
Certification
statement
Programmes consistently use
centrally defined approaches to
manage risk management
related information and
knowledge.
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Attribute Statements - detail
Risk Management
Level 1 Level 2 Level 3 Level 4 Level 5
Asset Management Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Assurance Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Behaviours Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Commercial Commissioner Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Commercial Deliverer Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Information and Knowledge
Management
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Infrastructure and Tools Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Model Integration Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
organization Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Planning Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Process Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Standards Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Techniques Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
Attribute
statements
• There are central storage
repositories consistently used by
programmes for risk information.
• There is a centralised approach
to tracking lessons learned
relating to risk management.
• There is centrally defined and
consistently deployed guidance
on how to manage risks in a
programme.
• Risk status reports are distributed
to a centrally defined approach.
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Rating maturity by perspective
Project: Risk Management
Level 1 Level 2 Level 3 Level 4 Level 5
Assurance Fully Fully Fully Never Never
Behaviours Fully Fully Partially Never Never
Information & Knowledge Management Fully Fully Never Never Never
Infrastructure & Tools Fully Fully Fully Never Never
organization Fully Fully Never Never Never
Model Integration Fully Partially Never Never Never
Planning Fully Partially Never Never Never
Process Fully Fully Fully Never Never
Standards Fully Fully Never Never Never
Techniques Fully Fully Fully Never Never
Asset Management (optional) Fully Fully Never Never Never
Commercial – Buy (optional) Fully Fully Partially Never Never
Commercial – Sell (optional) Fully Fully Fully Never Never
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Rating maturity by model
Key:
Green = likely to gain certification
at that level
Amber = unlikely to gain
certification at that level
Red = will fail to gain certification
at that level
White = not assessed or rated Managem
ent
Contr
ol
Benefi
ts M
anagem
ent
Fin
ance M
anagem
ent
org
aniz
ati
onal G
overn
ance
Ris
k M
anagem
ent
Sta
kehold
er
Managem
ent
Reso
urc
e M
anagem
ent
Level 5 Not assessed
Level 4
Level 3
Level 2
Level 1
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A Typical Journey With P3M3
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So, how good are we?
13
0.00 0.50 1.00 1.50 2.00 2.50 3.00
Benefits Management
Finance Management
Management Control
Organisational Governance
Resource Management
Risk Management
Stakeholder Management
Portfolios
Programmes
Projects
Data correct at March 2015
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So, what does good look like?
Summary attributes at Level 3
1. Projects use centrally defined approaches to assurance with recommended actions being reported
to project boards.
2. Project leaders align project objectives and approaches with centrally defined objectives and
policies.
3. There is a consistently deployed approach to manage information and knowledge relating to the
organisation’s planned and current projects and their approvals and delegation.
4. The organisation has tools that enable oversight of the status of all projects.
5. The organisation has a centrally defined approach to developing skills to meet defined
competencies and responsibilities for project governance, leadership and professionalism.
6. Projects use centrally defined approaches to incorporate project approval activities, stop/go decision
points and external dependencies into their project plans.
7. Projects use centrally defined processes for
• Starting projects
• Reviewing alignment
• Stopping projects
• Project decision-making
8. Projects use centrally defined standards for project governance, including categorisation of projects,
scaling of project management and incorporation of relevant regulatory standards.
9. The organisation has a set of centrally defined and consistently deployed business case and
options appraisal techniques to enable project governance effectiveness.
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So, what can help?
Organisation Thread
• Training in project governance specific concepts, tools and techniques is
provided
• A central competency framework has been established that covers project
governance.
• Project boards are responsible for ensuring alignment to organisational strategy
based on a centrally defined approach.
• Centrally defined roles and responsibilities for project governance are deployed
consistently.
• The organisation ensures for each project there is a single organisational
executive identified who holds accountability for the successful delivery of each
projects
• There is a governance expert who provides guidance and support to project
teams
• There is an organisation-wide community of practice for project management
• There is an organisation leader responsible for the organisational development
and improvement of the project profession in the organisation.
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Why does maturity matter?
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Why does maturity matter?
Source: PMI Pulse, 2014
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Discuss….
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Workshop Topics
Top tips on how to….
• Influencing the board
• Resolving the assurance dilemma (advise, police)
• Creating the right behaviours
• Increase delegation
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Speaker Profile – Andy Murray
• I am a Chartered Director and PPM Consultant, having worked
in the field of Projects and Programmes for over 20 years.
• Main area of focus is on raising corporate capability so that all
projects succeed. I’ve been using maturity models for this for
nearly 15 years: P2MM, PMMM, P3M3, BD-CMM, BM3, EM3 and
numerous bespoke models
• I was the co-author the P2MM Guide, the Lead Author for
PRINCE2 2009, joint lead author of P3M3 v3, contributing
author of APMBoK6, contributing author of APM’s Directing
Change and contributing author of HMT’s Infrastructure
Routemap.
• I’m a member of the APM and deputy Chair for the Governance
Special Interest Group committee
• I’m currently the sponsor for the update to APM’s Co-Directing
Change
This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events