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PROJECT MANAGEMENT
MATURITY
MODEL (PM3) KICK- OFF
01 FEBRUARY 2019
Agenda
1 INTRODUCTION TO PROJECT MANAGEMENT
MATURITY MODEL
2 BENCHMARKING: RESEARCHES AND SURVEY

3 CPMG TO THE NEXT LEVEL

4 PROJECT MANAGEMENT MATURITY

TRANSFORMATION
5 PROJECT MANAGEMENT MATURITY MODEL (PM3)
PROJECT
• PROJECT TEAM
• PROJECT TEAM ROLES AND RESPONSIBILITIES
• PROJECT MILESTONES
• PM3 TARGETS
• COMMUNICATION AND MONITORING
 WHAT IS PROJECT MANAGEMENT MATURITY
MODEL (PM3)?
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Is a tool developed to measure CPMG
Project Management Maturity

Provides a roadmap outlining the necessary

steps to take towards project management
maturity advancement and performance
improvement.

Has progressive development and provides a

strategic plan for advancing project
management improvement within Manila
Water

Has a capability to track progress against

the project management improvement plan

01/05/2023 3
WHY IS THIS IMPORTANT?

Project Management Maturity is a measure

of the extent to which a specific project
management process is defined, repeatable,
managed, measurable, and effective.

To be able to define the structure within which

to mature PM practices

Establish a foundation for Enterprise Project

Management
 BENEFITS OF PROJECT MANAGEMENT MATURITY
MODEL to CPMG
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GREATER CAPABILITY TO
DELIVER PROJECTS IMPROVED DECISION
Greater capability to deliver projects MAKING
Process based and fact based decision
successfully, consistently and with making
predictability.
Reduced bureaucracy

BETTER COLLABORATION DATA DRIVEN

AND DEFINED OUTPUTS PERFORMANCE
Better collaboration among departments or MEASUREMENT
Data Driven, proactive, proactive,
discipline
quantifiable and confident execution of
processes and improvements
Increased agility
Improved productivity.

01/05/2023 5
 BENCHMARKING: SURVEYS AND
RESEARCHES
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16%
PROFESSIONAL & TECHNICAL 293
PARTICIPATING
14% ORGANIZATIONS
15% FINANCE & INSURANCE
70% EUROPE

MANUFACTURING
14% NORTH AMERICA 4%

13% INFORMATION 5% ASIA & PACIFIC

7%
CENTRAL & MIDDLE EAST & AFRICA
11% HEALTHCARE SOUTH AMERICA

ENERGY
7%

PUBLIC ADMIN
6%

PHARMA
5%

5% EDUCATION

01/05/2023
SOURCE: PM SOLUTIONS 2014 PROJECT MANAGEMENT MATURITY VALUE AND
BENCHMARKING: SURVEY & RESEARCH FINDINGS AND CONCLUSIONS

The survey research shows that when

organizations improve their project
management maturity, they experience a
corresponding gains in project performance

“high performing” organizations are more

mature in their project management practices
than low performers (average level of
maturity 3.4 vs. 1.7

Show substantially greater value in the

variety of project management performance
measures that matters most to executives,
including the percentage of cost savings per
project

BOTTOM LINE: MORE MATURE FIRMS

DELIVER MORE VALUE

SOURCE: PM SOLUTIONS 2014 PROJECT MANAGEMENT MATURITY VALUE AND

BENCHMARKING: SURVEY & RESEARCH FINDINGS AND CONCLUSIONS
majority of firms (91%) have project
management in place

There is a direct and strong correlation between

the project management maturity of a firm and
its overall performance

High performing firms are much more mature

Most organizations (76%) have improved in
PM maturity over the past 5 years from
Level 1 to Level 2
Firms have steadily and consistently moved
up in levels of project management maturity
in project management than in low
performers
There is a correlation between the length of
time project management has been in place in a
firm and its project management maturity and
overall performance
Organizations have seen a considerable
value by increasing the level of their project
management maturity

SOURCE: PM SOLUTIONS 2014 PROJECT MANAGEMENT MATURITY VALUE AND

BENCHMARKING: COMPANIES THAT USES PROJECT MANAGEMENT MATURIT
ASSESSMENTS
 CPMG TO THE NEXT LEVEL
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Category 4

Category 3

WHATS NEXT?
Category 2

Category 1

0 1 2 3 4 5 6

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 PROJECT MANAGEMENT MATURITY
TRANSFORMATION CPMG STATEGIC/TACTICAL

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MWO ASSESSMENT AND BUSINESS PLANNING
PLANNING

ASSESSMENTS BUSINESS PLANNING Tactics

• Detailed Plans
• Tools
Business Environment • Trainings
MISSION VISION STRATEGIES & • Programs (PM3)
VALUES TARGETS
Financial
Development and monitoring of MWO corporate strategies, targets and metrics Performance Metrics
• Projects
Operational • Process
Assessment of the current status CPMG wide development, implementation of tactics
and monitoring of performance

PROJECT MANAGEMENT MATURITY MONITORING AND IMPROVEMENT

Monitor/Manage the
Implementation of PM3 Tasks
Process
• Implement task requirements / improvements
• PM3 Performance Meeting
• Change management
to ensure timelines and
• Barrier Identification and corrective action
deliverables are met

PROJECT STATUS MONITORING

Monitor/Manage the Project DAILY PROJECT MANAGEMENT ACTIVITIES

• Project status monitoring against PMP
 DETERMINE WHERE WE ARE AND WHERE WE WANT TO
BE
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ASSESS PROCESS MATURITY LEVELS WHERE ARE
YOU?
DETERMINE PROCESS MATURITY GOALS
WHERE DO YOU WANT TO
GO?
PRIORITIZE PROCESS IMPROVEMENT NEEDS

DEVELOP A PRIORITY MATRIX

IDENTIFY IMPROVEMENT INITIATIVES

LAUNCH AND IMPLEMENT IMPROVEMENT

PROJECTS HOW WILL YOU GET
THERE?
COMPARE RESULTS AGAINST GOALS HOW WELL DID YOU DO?
01/05/2023
 THE METRICS: PROJECT MANAGEMENT MATURITY
LEVELS
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01/05/2023 13
 PMBOK KNOWLEDGE AREAS AND PM3 LEVELS
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14
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01/05/2023 15
 PROJECT TEAM MEMBERS
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MAIDY LYNN B. QUINTO
Group Director (CPMG)

MARIA CRISTINA
RENE SANTOS ROLLY CO
Framework Manager FALCULAN PMO Continuous
Head Improvement Manager
EDEN
JUAN CARLO PJ RENATO BYDER JAYCE
POLLOSO BELMONTE
BAUTISTA PATRICIO NANGIT JAPLIT

RENE
ALVIN
PASION
LIMIN

FIDEL
RUSSELL
AGRON CENTENO

PHILIP JOSEPH DOM

BALINGIT TEODORO DALANGIN

GENE
TONEL TBA

JP CLAR
AVE RECIO
DE JESUS

YEN CATS
DAVID PUNSALAN

01/05/2023 PROJECT GOVERNANCE TEAM 16

 PROJECT TEAM LEADS OF DIFFERENT
TRACKS
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Change Proposal Review
Committee (CPRC)
Project Management
Maturity Model (PM3)

Joyce General Joyce General Francis Erwin Cruz

Jackie Siat Jalil Madueno Renato Belmonte

Ferdz del Castillio Byder Nangit Brian dela Rosa

PJ Patricio PJ Patricio

Alvin Marfori Eden Polloso

Carlo Bautista
Jayce Japlit
Virgie Bajar
Romel Manga
 PROJECT TEAM ROLES AND
RESPONSIBILITIES
PROJECT SPONSOR
Background:
The Project Sponsor is the CPMG Group Director who
oversees a project and delegates authority to the Project
Managers.
Role Description:
 Provides the necessary strategic direction to the team,
including maturity targets
 Ensures PM3 plans is aligned with organizational
strategies
 Approves plans, milestones and deliverables of the PM3
Project
 Ensures sustainability of the project outcomes and
ensures commitment in building a PM maturity culture
within CPMG
 Provides the necessary support and decisions in the
implementation of the project
 Chairs the review and evaluation of the project maturity
progress, including its effectiveness
 Reviews and Approves final deliverables
PM3 GOVERNANCE TEAM
Background:
The Project Governance Team is composed of the CPMG
Department Heads and the PM3 Project Managers and
Project Team Leads who convenes on a defined interval to
monitor, assess and review the effective implementation of
PM3 tasks across CPMG
Role Description:
 Ensures alignment of the PM3 outcomes with CPMG
TMS, processes etc.
 Ensures timely execution of deliverables with his/her
concerned department
 Assists with resolving strategic level issues and risks
concerning the implementation of PM3 deliverables
 Provides advices and guidance on the execution of the
implementation plan
 Use influence and authority to assist the project in
achieving its outcomes
 Reviews final project deliverables
 PROJECT TEAM ROLES AND
RESPONSIBILITIES
PROJECT MANAGERS PROJECT TEAM LEADS AND TEAM MEMBERS

Background:
Project Managers has the overall responsibility in meeting
project requirements within the agreed timeline. The Project
Manager provides the necessary tactical instructions to the
Project Team
Role Description:
 Supervise and provide technical direction to project team
 Spearhead the necessary workshops and assessments
 Chair weekly team status meetings in order to track PM3
progress
 Chair the Change Control and Communications of the project
 Schedules and convene the necessary meetings to track the
status of implementation
 Provide guidance to the project team related to
implementation strategies , prioritization and execution
 Provides guidance and necessary actions to any issues and
roadblocks to the project
 Monitors the output and implementation of the deliverables
 Provide Project Status Reports to the Project Sponsor
 Ensure alignment of the deliverables to the project
management processes outlined in the QMS
Background:
A Team Lead and the Team Members are responsible for
managing the assigned Knowledge areas and its intended
deliverables
Role Description:
 Supervise and provide technical direction to sub-team
members
 Ensures implementation of the required tasks to the
respective areas/department
 Review all sub-team deliverables
 Hold regular communication and progress meetings in
coordination with the Project Managers
 Provide regular status reports to Project Manager
 Manage and resolve team-level risks, issues, and
changes
 Ensure alignment of the deliverables to the project
management processes outlined in the QMS
 PROJECT MILESTONES
WBS TASK LEAD Delive rables START END

1 Resource Formation
1.1 Presentation of the PMMM Framework Maidy Lynne Quinto Proposed Project Overview Mon 2/ 11/ 19 Fri 2/ 22/ 19
1.2 Determination of Project Team Members Maidy Lynne Quinto Proposed Names of Team Members Mon 1/ 14/ 19 Tue 1/ 15/ 19
Presentation and Communication to
1.3 Maidy Lynne Quinto Project Proposal Presentation to LT Fri 1/ 11/ 19 Fri 1/ 11/ 19
CPMG LT
2 Training and Planning
Workshop / Assessment of Project Maturity Assessment Level
2.1 Project Team Fri 3/ 01/ 19 Fri 3/ 01/ 19
Maturity List of Action Items
2.2 Determination and Prioritization of Tasks Project Team Prioritization Table of Tasks per group Mon 3/ 11/ 19 Fri 3/ 15/ 19

2.3 Development of Execution Plan per Phase Project Team Execution Plan per Phase Mon 3/ 18/ 19 Sun 3/ 31/ 19

3 Execution
3.1 Implementation of execution plan Project Team Results and tasks implemented across areas Mon 4/ 01/ 19 Mon 2/ 24/ 20

4 Monitoring and Asessment

4.1 Monthly Maidy Lynne Quinto Results / Progress status Mon 4/ 15/ 19 Tue 4/ 30/ 19
4.2 Quarterly Maidy Lynne Quinto levels of maturity progress Fri 5/ 17/ 19 Fri 5/ 17/ 19
 COMMUNICATION WEEKLY MONTHLY QUARTERLY Mid-year
Communication Progress PM3 Steercom PM3 Assessment
Meeting Meeting Meeting
• The Project Team Leads shall report the status
• • The Project Team • The PM3
The Project Team and progress of their respective areas. This
Lead and Project Governance Team,
Members shall includes completed tasks, issues and risks
Managers shall PMs and Project
convene for a
regular convene to discuss Team Lead shall • PMs shall report the overall status of the
progress, convene to conduct execution plans including lessons learned.
brainstorming
brainstorm to review of the
session to ensure • PMs and the Group Director shall report the
implementation of resolve issues, progress and
develop next plan effectiveness overall status of the PM3 to CPMG/MWOLT
the tasks /
of action implementation.
deliverables

QUARTERLY Mid-year
MONITORING AND

WEEKLY MONTHLY
EVALUATION

Data Gathering Progress Quarterly PM3 Assessment PM3 Planning

Reporting Assessment &
• Gather feedbacks Calibration • The PM3 • The Group
• The Project Director and the
on the Managers reports • The Project Managers Governance
implementation and the Project Team Team, PM and Project Managers
the status of tasks shall convene to
progress including implementation/
Leads convenes to Project Team
process assess the progress, Leads shall assess the
progress to the impact and lessons maturity level and
effectiveness Group Director learned of the convene to
feedback improvements to the assess the yearly plan for next
delivery of projects maturity level years target
Background
• In 2017 the Project Management Plan Procedure and its relevant
templates was established and implemented. However
inconsistencies and gaps in the implementation was observed
• In 2019, an initiative to use Project Management Book of Knowledge
(PMBOK) Project Management Maturity Model (PM3) was initiated
and launched to determine the current level of project management
maturity of PMG and thereafter assess the target maturity level that
the group aimed to achieve
• PM3 Survey conducted
• Results initially gathered
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THANK YOU