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Program Management 3

Program Management 3

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Published by David Carter

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Published by: David Carter on Dec 09, 2009
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The Program Management Maturity Model
 A Framework for Change
(Part 3 of a Series)
By: Russ Martinelli and Jim Waddell 
Parts 1 and 2 in the series are available at 
Mark Dowden, Vice President of Research and Development for Technology Solutions, came to therealization that his organization had to transform itself in order to get beyond some of the businessproblems limiting them today. He was convinced that adopting a systems approach and programmanagement business model for developing Technology Solution’s products was the way to moveforward. In his words, “With a strong program management function, products are closer to whatcustomers want and the development team spends less time iterating to meet the customer’s needs.” But how does one implement a program management function within their organization? In thispaper, we introduce the Program Management Maturity Model
(PMMM) as a framework forintroducing and maturing program management within an enterprise.
Not Another Maturity Model
Since the Software Institute at Carnegie Melon introduced the Capability Maturity Model in the1980’s, other maturity models have been published for nearly every functional component of afirm’s business model. Our intent is not to describe yet another model that tries to prescribe a onesize fits all set of practices, methods and tools in order to receive a stamp of approval from acertification body. Rather, we introduce the PMMM as a framework that can be used to introduceand expand the program management business model into organizations that wish to do so. Used inthis manner, it provides the vision for transformation and continuous improvement.This use of the maturity model is consistent with the view of Erik Simmons, a senior internalconsultant with Intel, and a recognized expert in both requirements engineering and softwaredevelopment practices. “In my experience, efforts to adopt a capability maturity model fail mostoften because of arbitrary, heavy-weight interpretation of the guidance found within the model, andthe pursuit of the wrong goal,” Simmons tells us. “The worst reason for adopting one is to getcertified at some level.” Simmons shares our view that a practice-based model provides a goodframework for implementation and improvement without blindly dictating a solution. “I believe theright reason for adopting a maturity model is to establish a shared vision of the end state andbusiness goals we want to achieve,” states Simmons.
Published in PM World Today - March 2007 (Vol. IX, Issue III)PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.netPage 1
Overview of the Program Management Maturity Model 
The benefit of using a framework for introducing and/or maturing the program management modelwithin an organization is that it provides a structured approach for setting direction, initiatingactions, driving decisions, and changing the cultural components of the enterprise. Figure 1illustrates the stages of the PMMM.
Figure 1: The Program Management Maturity Model
Stage one –
– is the foundation upon which program management is built. If anorganization is historically structured in strong functional silos, the program management model willchange the rules of engagement within the organization, the decision making hierarchy, roles andresponsibilities, core competencies of some functions, and thus the cultural and political landscapeof the enterprise. It is critical that the right organizational structure, management governance, androles and responsibilities be put in place for the program management model to yield effectivebusiness results.Stage two –
 Methods and Processes
– establishes the core development lifecycle framework and theprimary program and project management methodologies and associated processes to consistentlymanage programs to success.Stage three –
 Metrics and Tools
– brings in a consistent and effective set of metrics to measure theachievement of the business objectives driving the need for each program. Additionally, a suite of program management tools are phased into the organization to support increased productivity andefficiency.Stage four –
The Enterprise Program Management Office
– establishes program management as atrue function within the organization on par with the other key development functions. This stagebrings a strong alignment between business strategy and program execution, consistency in business
Published in PM World Today - March 2007 (Vol. IX, Issue III)PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.netPage 2 

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