Refresh Programme: Body of Knowledge 6Th Edition

Refresh Programme: Body of Knowledge 6th edition Topic title/heading

1.1.6 Maturity Management

General description/definition

Generic description of the topic including universal principles – no more than a few sentences required – approximately 30 words.

Maturity management uses maturity models to develop under control the capability and excellence of aspects of an organisation, such as a business process. A staged approach with criteria is used proving value against each stage.

General dimensions to the topic

An explanation of the general application of this topic .

Maturity management is based on the concept that there is optimal state for a process or other aspect of management and that, in order to reach that state, it is generally necessary to go through a series of stages or levels of maturity before reaching the optimum. In effect, it assumes that organisations must generally “learn to walk” before they can “learn to run”.

Typically the maturity models identify the various elements that make up the process, recognising that it is possible to be more mature in some elements than others and that overall maturity is the average of the maturity of the various component elements. The models provide guidance on how to recognise each stage of maturity for each component. Also, they frequently offer guidance on what to do to progress to the next level, thus helping to generate a “road map” for performance improvement. The models can usually be applied to a whole organisation, to a business unit or to individual projects or programmes, thus allowing improvement to be organised in manageable “chunks”.

The various defined levels within the models (usually four or five) provide a way of measuring the process. This enables organisations to benchmark their processes and to measure the impact of improvement efforts over time. In this way, they not only indicate what must be done to improve, but they provide visibility of the progress that is being made – which is a valuable motivator to continue. A typical model is shown in the figure below:

Models vary in their approach. Some, such as the Programme Management Maturity Model (PMMM)1, employ a self-assessment process that uses of carefully worded questions and thus permits self-assessment and thus avoids external costs. Others, such as the Capability Maturity Model Integration (CMMI)2, require interview and/or audit by independent, external assessors. The latter approach enables organisations to use the results of the assessment as a marketing tool, but against this benefit must be offset the extra costs of assessment.

Specific Project, Programme and Portfolio dimensions to the topic

An explanation of the application of this topic as it applies to project, programme and portfolio level is to be included here, where applicable. If the author(s) feels that there is a specific programme application, where content is different or additional to that for project aspects to this topic above, it may be added below in no more than 420 words. Page 1 of 5 Combined content v0.1 Refresh Programme: Body of Knowledge 6th edition .

Criteria is set for each stage so that an objective assessment can be made whether a specific level of maturity has been achieved, or not. These criteria enable the products required for each stage to be identified and a development plan built and managed. A simple categorisation or criteria will be: People, Process and Tools. Therefore each level will have characteristic criteria in each category that define that level. I.e. an organisation that has achieved level 2 looks like......

Project dimensions to the topic An explanation of the application of this topic at a project level is to be included here in no more than 420 words. Anything that applies to programmes and portfolios as well as projects should be included in the general section. This section may reasonably be divided into projects that are part of a programme, and those that are independent components of a portfolio.

N.B. The APM definition of a project is: ‘A unique and transient endeavour undertaken to achieve a desired outcome’.

A typical project management maturity model is:  Level 1 - initial process o people have the role of project manager but without a general role description o there a no standard project management approach across the organisation o there is only local usage of tools, e.g. spreadsheets  Level 2 - repeatable process: o there is a standard project management project o the standard process is not consistently used not used for all projects o the role of project manager is recognised within the organisation and recruited based on a generic role description o tools and templates, e.g. for risk management are available  Level 3 - defined process: o there is a recognised professional development path for project managers o the organisation has a standard project management process o all projects use the standard process o there is guidance on the flexible use of the standard o there is some use of centralised tools for information management o tools and templates are at least partially mandated  Level 4 - managed process: o all project managers are qualified professionals o there are project performance metrics based on the standard approach and all projects are performance measured o there is a corporate project management tool-set available  Level 5 - optimised process: o project managers operate within community of practise o the operational focus is on continuous improvement o tools are used additionally for performance optimisation.

Programme dimensions to the topic An explanation of the application of this topic at a programme level is to be included here, where applicable. Where the general principles need to be adapted, enhanced or extended for specific programme application, where content is different or additional to that for project aspects to this topic above, it may be added below in no more than 420 words. Anything that applies to projects and portfolios as well as programmes should be included in the general section. If there are no such applicable adaptations, enhancements or extensions, please enter the following text in the space provided ‘NO SPECIFIC ADAPTATION REQUIRED OF THE TOPIC FOR PROGRAMME MANAGEMENT’.

of 5 Combined content v0.1 Refresh Programme: Body of Knowledge 6th edition N.B. The APM definition of a programme is: ‘A group of related projects, which may include business-as-usual activities, that together achieve a beneficial change of a strategic nature for an organisation’. A typical programme management maturity model is:  Level 1 - initial process o people have the role of programme manager but without a general role description o sponsors are appointed but usually with no experience or knowledge of the role o there a no standard programme management approach across the organisation o there is only local development and usage of tools, e.g. spreadsheets  Level 2 - repeatable process: o the role of programme manager is recognised within the organisation and recruited based on a generic role description o there is a standard programme management approach but this is not used consistently used nor used for all projects o tools and templates, e.g. for risk management are available and are used in some programmes  Level 3 - defined process: o there is a recognised professional development path for programme managers and mobility possible between different types of programme o the organisation has a standard programme management process which is mandated for all programmes and monitored o there is guidance on the flexible use of the standard o tools and templates are at least partially mandated  Level 4 - managed process: o all programme managers are qualified professionals o there are programme performance metrics based on the standard approach and all programmes are performance measured o there is a corporate programme management tool-set available  Level 5 - optimised process: o programme managers operate within community of practise o the operational focus is on continuous improvement o tools are used additionally for performance modelling and optimisation.

Portfolio dimensions to the topic An explanation of the application of this topic at a portfolio level is to be included here, where applicable. Where the general principles need to be adapted, enhanced or extended for specific portfolio application, where content is different or additional to that for project and programme aspects to this topic above, it may be added below in no more than 420 words. Anything that applies to projects and programmes as well as portfolios should be included in the general section. If there are no such applicable adaptations, enhancements or extensions, please enter the following text in the space provided ‘NO SPECIFIC ADAPTATION REQUIRED OF THE TOPIC FOR PORTFOLIO MANAGEMENT’.

N.B. The APM definition of a portfolio is: ‘A grouping of an organisation’s projects, programmes and related business-as-usual activities taking into account resource constraints. Portfolios can be managed at an organisational, programme or functional level’.

A typical portfolio management maturity model is:  Level 1 - initial process o there is no discrete portfolio management organisation o there is an informal and incomplete list an organisation's programmes and projects o there a no formal process for monitoring programme and project progress o there is no enterprise level definition or management of governance standards Page 3 of 5 Combined content v0.1 Refresh Programme: Body of Knowledge 6th edition  Level 2 - repeatable process: o there is a portfolio management function focussing on tracking and reporting on programme and project overall process o the organisation ensures that programme and project management standards are available o the organisation ensures that some standard tools and templates available  Level 3 - defined process: o there is an enterprise programme management office (EPMO) which supports executive stakeholders and strategic business planning o there is formal selection and prioritisation of programmes and projects supported by the portfolio management function o there is encouragement and enforcement of standard programme and project management processes, tools and templates such that all programmes and projects use the standard process o there is guidance on the flexible use of the standards o tools and templates are at least partially mandated for standard information returns to the EPMO  Level 4 - managed process: o the EPMO is staffed with qualified specialists o the EPMO tracks programme and project performance metrics based on the standard approach and all projects are performance measured o the EPMO operates a corporate portfolio, programme and project management tool-set available and supports its use  Level 5 - optimised process: o the EPMO manages a community of practise involving sponsors, programme directors, programme and project and related professionals o the operational focus is on continuous improvement o tools are used additionally for performance optimisation.