1 / 19

Maturity Models

Maturity Models. Neil Glover, OGC KISSD. APM Maturity Models presentation. Introduction to OGC What are maturity models? How can they help? Where next? Discussion. The Office of Government Commerce. Position OGC is an office of HM Treasury http://www.ogc.gov.uk/

raymond-osborne
Download Presentation

Maturity Models

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Maturity Models Neil Glover, OGC KISSD

  2. APM Maturity Models presentation • Introduction to OGC • What are maturity models? • How can they help? • Where next? • Discussion

  3. The Office of Government Commerce • Position • OGC is an office of HM Treasury http://www.ogc.gov.uk/ • OGCbuying.solutions as an agency of OGC http://www.ogcbuyingsolutions.gov.uk/ • History • Created in 2000 from existing government agencies: • CCTA (IT and procurement), PACE (property and construction) and The Buying Agency • Long history of developing guidance • To carry out the recommendations of the Gershon review into efficiency

  4. OGC now • Mission • a catalyst to help public sector achieve efficiency, value for money in commercial activities and improved project success. • Vision • to be regarded as a trusted adviser to public sector organisations in supporting the successful and efficient delivery of their objectives. • Priorities • to support the delivery of: • The public sector’s £21.5bn annual efficiency gains by 2007/08 • £3bn saving by 2007/08 in central Government Procurement • Improvement in the success rates of mission critical projects • Performance efficiency relies on successful application of best practice guidance

  5. What is the problem? • PPM established • Projects still fail • Innovation & complexity • E culture • Link corporate capability to portfolio complexity and skills agenda

  6. Projects still fail • Common Causes of project Failure • Lack of clear links between the project and the organisation's key strategic priorities, including agreed measures of success. • Lack of clear senior management and Ministerial ownership and leadership. • Lack of effective engagement with stakeholders. • Lack of skills and proven approach to project management and risk management. • Too little attention to 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). • Lack of understanding of, and contact with the supply industry at senior levels in the organisation. • Lack of effective project team integration between clients, the supplier team and the supply chain.

  7. The management toolbox • Processes and methods • E.g. PRINCE2 • Capabilities and Skills • Assessment tools • Risk Assessments • EFQM/ Balanced Scorecard • Maturity Models

  8. What are maturity models? • Organisational capability/ embedding assessment • Corporate process strengths and weakness. • How can they help? • Measure of embedding • Improvement over time • Potential to bind organisational capability, individual skills and portfolio complexity • NOT • Project Audits • Project management processes • GATEWAY Assessments • Individual team member competence assessments

  9. APM Study 2005/06 • Range of models • 23 different models • 18 for project management, 3 for programme management, 1 for portfolio management • 2 for all three of the above • 1 for risk management • Evolution of Project Management tools • 1980s: quality management tools, early capability maturity models • 1990s: PMI Body of Knowledge, EFQM, Project capability maturity models, Project Excellence Model • 2000+: Project Management Maturity Models, OPM3, P3M3

  10. OGC’s Tool Set • Assessment tools • Capability Assessment Tool (CAT) • Organisational Capability Maturity Assessment (CMA) • Improvement Planning Assessment (IPA) • Risk Potential Assessment (RPA) • Business Continuity Management Assessment • Maturity Models • CMMI Set • Project Management Maturity Model, • PRINCE2MM, • P3M3, • Procurement Excellence Model • EFQM based

  11. Similar tools • OPM3 from PMI, • Project Excellence Model (APM) • EFQM

  12. Portfolio, Programme, and Project Management Maturity Model (P3M3) • Assessment of corporate maturity of embedded portfolio, programme and project management processes • It is structured with five levels of maturity, which are: • Level 1 - initial process • Level 2 - repeatable process • Level 3 - defined process • Level 4 - managed process • Level 5 - optimised process • Maps maturity levels for 32 management processes • description, goals, approach, deployment, review, perception and performance measures

  13. Maturity: Project Programme Portfolio Level 1 - initial process Does the organisation recognise projects and run them differently from its ongoing business? (Projects may be run informally with no standard process or tracking system.) Does the organisation recognise programmes and run them differently to projects? (Programmes may be run informally with no standard process or tracking system.) Does the organisation’s Board recognise programmes and projects and run an informal list of its investments in programmes and projects? (There may be no formal tracking and reporting process.) Top level View

  14. Maturity: Project Programme Portfolio Level 5 - optimised process Does the organisation run continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for programmes in order to improve its ability to depict performance over time and optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for the portfolio in order to improve its ability to depict performance over time and optimise processes? Level 5 P3M3

  15. Where next? • Corporate view • Programme Office/ Centre of Excellence responsibility • Link maturity to portfolio complexity • Add in topic views, • e.g business case management

  16. The bigger picture PEOPLE Organisation

  17. Role of the Programme Office Programme Office Assessment (Maturity Models, capabilities & performance) Assessment (Risk Assessment, Business case etc) PPM Skills and Capabilities Programme Portfolio Allocation, Management and Assessment

  18. Discussion • Know of them? • Experience • Good • Bad • Do you measure corporate capability?

  19. Contact details Knowledge, Innovation Standards and Skills Division Neil Glover Neil.Glover@ogc.gsi.gov.uk OGC Service Desk 0845 000 4999 Gtn 3040 4999 OGC website www.ogc.gov.uk Successful Delivery Toolkit www.ogc.gov.uk/sdtoolkit

More Related