Portolio, Programme and Project Management Maturity Model (P3M3
– Programme Model
PgM3 - Management Control – Level 1Description
Programme management terminology is used by somemembers o the organization but not consistently, andpossibly not understood by all stakeholders.Programmes are conducted and managed accordingto individual preerences.
1. Programme management may be seen simply ascoordination o multiple projects2. No clear lie cycle ollowed by individualprogrammes3. Programme adoption initiatives come romproject teams rather than strategic commitment4. Any programme success is achieved throughenthusiasm and determination ratherthan structure5. Programme management is likely to be avague idea, perhaps limited to one departmentundertaking a lot o projects and trying tocoordinate them
1. Training provision is uncoordinated, with little orno knowledge sharing2. Key individuals lack experience3. No standard roles, and responsibilities are notdened or are generic4. Some inormation available but is outdated,unstructured and dispersed5. Limited, i any, ormal checking or review6. Plans, i any, are conceptual or merely sequenceso events with rough timescales7. Planning, i any, likely to be an initial activity withlittle maintenance o ownership or tracking
PgM3 - Management Control – Level 2Description
The concepts o programme management will havebeen grasped by the organization and there maybe local experts, such as experienced programmemanagers, working on key programmes.
1. Some strategic alignment o some programmes,but may be tentative and non-committal or mayonly exist at denition and is not maintained2. Evidence o project-based controls and tools stillbeing applied to some programmes3. Programme management approach is evolvingand inconsistent, but there may be evidence ogood practice in some areas4. Common vocabulary beginning to evolve5. Good examples o deployment but withinconsistency and varying levels o commitment6. May be some strategic acknowledgement othe value o programme management butcontrols tend to be ocused on identicationand denition
1. Localized inormation structures, with someinormation sharing between teams2. Focus on documentation during start-up anddenition, but not maintained over initiative’slie cycle3. Limited localized inormation controls, with noormal release management arrangements4. Local reviews, with some corrective actionsundertaken within the group5. Generic training may be provided in key concepts,and there may be individuals undertakingqualication training6. Local sharing o knowledge may exist but mostlyad hoc7. Key individuals may have practical deliveryexperience and track record8. Roles, responsibilities and competencies denedin some areas but not consistently across theorganization9. Plans exist but are not underpinned by consistentdevelopment methodology, yet may still beeective locally10. Planning seen as activity tracking rather thanproactive/orecasting11. Estimation is more “guesstimation” and doesnot use standard techniques
PgM3 - Management Control – Level 3Description
There is a centrally dened and documented approachto a programme management lie cycle and controls,and it is applied in all programmes by capable stawho support programme teams.