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Complementary Maturity

Complementary Maturity . Peter Johnson Knowledge, Innovation, Standards and Skills APM East of England 4 April 2006. Agenda. Relationships with work with others with environment Programme and Project Management Behaviours Project Manager Competence Levels

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Complementary Maturity

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  1. Complementary Maturity Peter Johnson Knowledge, Innovation, Standards and Skills APM East of England 4 April 2006

  2. Agenda • Relationships • with work • with others • with environment • Programme and Project Management Behaviours • Project Manager Competence Levels • Organisational Capability Levels • Maturity Comfort Zones • Maturity and Causes of Failure • Maturity Requirements for Success • Questions

  3. LEFT Supportive and responsive Procedural Assists with problem solving Questions to clarify Expects effort RIGHT Charismatic leadership Facilitates creativity Coaches Challenges to encourage redefinition Exploits and extends talent Relationship with others?

  4. LEFT Follows good practice Presumes dependents’ competence Manages internal risks Reports objectively Reports via hierarchy Follows change control Time driven Budget driven (costs) RIGHT Adapts environment to deliver outcomes Explores alternative options Has contingency for failure Sells vision sensitively Merges programmes with business Shapes to meet emerging needs Time sensitive Creates savings (benefits) from achievement Relationship with environment?

  5. Project and Programme behaviours Partington, D., Pellegrinelli, S. and Young, M. (2005).’Attributes and levels of programme management competence: an interpretive study’, International Journal of Project Management, 23, pp. 87-95

  6. Programme manager competences Concern for: Level 4: Level 3 plus sustaining strategic capabilities Level 3: Level 2 plus achieving high-level programme objectives Level 2: Level 1 plus wider impact Level 1:Delivery of scope

  7. Organisational capabilities Level A: Continuous corporate renewal Level B: Realisation of outcomes/ benefits Level C: Management of interdependencies Level D: Delivery of scope

  8. Capability Comfort Zones 4 strategic 3 objectives Programme Manager Competency Level 2 wider scope 1 scope D scope C interdependencies B outcomes A renewal Organisational capability

  9. Lack of: link between project and organisation’s key strategic priorities, including agreed measures of success clear senior management and Ministerial ownership and leadership effective engagement with stakeholders skills and proven approach to project management and risk management breaking development and implementation into manageable steps evaluation of proposals driven by initial price rather than long-term value for money (especially securing delivery of business benefits) understanding of and contact with supply industry at senior levels effective project team integration between clients, the supplier team and the supply chain. OGC-NAO Common Causes of Failure

  10. Maturity Requirement Strategic Benefits and Outcomes RIGHT Stage/Phase Controls LEFT Whole Life Costs AND Benefits LEFT & RIGHT Board-level PPM Competences RIGHT Supplier Relations RIGHT Stakeholders and Communications LEFT & RIGHT PPM Team Competencies LEFT & RIGHT Partnering/Integration LEFT & RIGHT

  11. Questions? • Relationships • with work • with others • with environment • Programme and Project Management Behaviours • Project Manager Competence Levels • Organisational Capability Levels • Maturity Comfort Zones • Maturity and Causes of Failure • Maturity Requirements for Success

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