organizational project management maturity assessments a cmm ® -based appraisal of project...

PMPMOrganizational Project Management Organizational Project Management

Maturity AssessmentsMaturity Assessments

A CMMA CMM®®-Based Appraisal of Project Management -Based Appraisal of Project Management PracticesPractices

Presented by: Alice Zavala, PMPPresented by: Alice Zavala, PMP

Management ConceptsManagement Concepts

2

1. Organizational Project Management Maturity

2. Current Project Environment

3. Project Management Maturity Assessments

4. Project Management Maturity Model

5. Assessment Process

6. Post Assessment and Next Steps

Presentation OutlinePresentation Outline

3

Organizational Project Management MaturityOrganizational Project Management Maturity

“The degree to which an organization applies the knowledge, skills, tools, and techniques to organizational and project activities to achieve the aims of the organization through projects”

OPM3, Project Management Institute, 2003

4

MaturityMaturity

▪ Implies capabilities must be grown over time in order to produce repeatable success.

▪ Connotes understanding or visibility into why success occurs and ways to correct or prevent common problems.

▪ Model implies change, a progression, or steps in a process.

PMPM

The CurrentThe Current Project Environment Project Environment

6

Standish Group’s Survey of IT Projects, 2004Standish Group’s Survey of IT Projects, 2004

Succeeded:29%

Failed: 18%

Over Time or Budget: 53%

71%

I.T. Projects in the United States, 2004 Survey *

* Source: The Standish Group, 2004 Third Quarter Research Report

7

Failed and Challenged ProjectsFailed and Challenged Projects

▪ Not from lack of technical expertise

▪ Due to the inability to manage the work

– The project

– The business requirements

▪ Inadequate requirement information

– Leads to poor estimates– Makes time and cost management virtually

impossible

8

Software Development is in CrisisSoftware Development is in Crisis

▪ Nearly 70% of projects fail (Standish)

▪ 50% are rolled back out of production (Gartner)

▪ 40% of problems are found by end users (Gartner)

▪ 25%-40% of all spending on projects is wasted as a result of rework (Carnegie Mellon)

9

Organizational Strategic Project ManagementOrganizational Strategic Project Management

Executives•Define strategy•Set priorities•Establish measures

PortfolioManagement Team•Selects programs & projects•Allocate resources•Manages portfolio

Strategic Cross-Functional Project Teams•Launch projects•Manage projects•Deliver value

StrategicGoals

Programs

Projects

Activities – Teams – Results

Enterprise PMO

Environment for Project Success

10

Project-Based OrganizationsProject-Based Organizations

Mature

▪ PM practices tied to strategic goals

▪ Altered structure, operations and culture to incorporate PM practices

▪ Managed by projects rather than by specialized functions

▪ Enable project managers to achieve success on their projects

Immature ▪ Project managers are fire

fighters

▪ No standard processes is in place

▪ When the schedule is short, functionalityis shaved off the product and quality is compromised

▪ Quality efforts are curtailed or eliminated

▪ Problems are fixed in the field

PMPM

Project ManagementProject Management Maturity Assessments Maturity Assessments

12

What is an Organizational Project What is an Organizational Project Management Maturity Assessment?Management Maturity Assessment?

▪ Independent review of organizational project management practices

▪ Usually takes place when an organization

– Is experiencing too many project failures

– Has the need to stabilize runaway projects

– Has a rapid increase in demand for project work

– Realizes the strategic value of projects

– Is benchmarking as part of an improvement plan

13

• Provides a clear picture of current state

• Defines the future state

• Identifies the gaps and provides a roadmap for organizational change

• Motivates the organization to reach a better state

• Motivates individuals to grow and develop current skills

• Educate the organization on industry best practices

Why Do Assessments?Why Do Assessments?

14

Assessment BenefitsAssessment Benefits

▪ Return on Investment of 7:1

▪ 37% average gain per year in productivity

▪ 18% increase per year in proportion of defects found in pre-test

▪ 19% reduction in time to market

▪ 45% reduction in filed error reports per year

Adapted from SEI CMM: CMU/SEI 950MM-003

PMPM

Project Management Project Management Maturity ModelMaturity Model

16

Capability Maturity Model (CMM)Capability Maturity Model (CMM)

▪ A structure that enables organizations to increase their management capability

▪ Focused on key process areas and associated key practices

▪ Must satisfy preceding level capabilities

▪ Uses a survey mapped to the model

▪ Provides basis for comparison with competitors & industry benchmarks

▪ Decision framework

17

Basic PM Control

Complex PM

Strategic PM

ContinuousImprovement

Project Management Maturity ModelProject Management Maturity Model

Ad Hoc

• Integration• Scope• Time & Cost• Procurement

• Risk• HR• Quality• EVM• Communications• Stakeholder Mgt./Politics

• Strategic PMO• Strategic Goals• Portfolio• Management• Executive Oversight• Metrics

• Maturity• Assessments• Project • Assessments• PM Skill• Assessments• Improvement• Projects

Initial(1)

Repeatable(2)

Defined(3)

Managed(4)

Optimizing(5)

18

Level 1Level 1

▪ Ad hoc and informal

▪ Practices performed inconsistently acrossprojects

▪ No standard procedures defined or followed

▪ Success, if it occurs, is based on heroicefforts of individuals

▪ Problems are fixed in the field

19

Level 2: RepeatableLevel 2: Repeatable

▪ Characteristics

– Basic management controls institutionalized across the organization

– Mastery of integration, scope, time, cost and procurement management

– Some training in project management

▪ Goals– Project plans are prepared

approved and baselined– Project charter, WBS,

requirements defined– Schedule if prepared and

baselined– Resource planning,

estimating and cost baseline

– Communications requirements and status reporting

– Risk identification and response planning

– Procurement planning, management and control

20

Level 3: DefinedLevel 3: Defined

▪ Characteristics

– Advanced Project Management practices are institutionalized across the organizations

– Mastery of risk and quality management, advanced communication and team building

▪ Goals

– Standard PM methodology applied to all projects, PMIS, integrated change control

– Integrated cost and schedule performance

– Quality management and improvement, customer focus

– Team development, high-performing teams

– Communications planning, stakeholder analysis and lessons learned

21

Level 4: ManagedLevel 4: Managed

▪ Characteristics

– Project management has been elevated to a strategic management practice

– Cultural and organizational behaviors, structures and processes are in place to assure projects are strategically aligned

▪ Goals

– Quantitative objectives are defined

– Organizational performance reporting

– Portfolio management

– Best practices fostered

– Organizational PMO supports project managers

– Mentoring and coaching

– PM as a core competency

– Open communication about risk management

22

Level 5 - OptimizingLevel 5 - Optimizing

▪ Characteristics

– Project Management is characterized as in continuous improvement mode

– The organization emphasizes continuous improvement to its project management practices

▪ Goals

– PM improvements fostered at individual, team and organizational level

– Organizational strategy translated into projects

– Metrics are tracked across the organization

23

Skipping Maturity LevelsSkipping Maturity Levels

▪ Each level forms a foundation on which to build the next level of practices

▪ Skipping levels is often counterproductive

▪ Keeps teams focused on current needs of the organization

24

Maturity Levels Mapped to OPM3Maturity Levels Mapped to OPM3

Portfolio        

Continuously Improve       X

Control     X X

Measure   X X X

Standardize X X X X

Program        

Continuously Improve     X X

Control   X X X

Measure   X X X

Standardize X X X X

Project        

Continuously Improve     X X

Control   X X X

Measure X X X X

Standardize X X X X

  Level 2 Level 3 Level 4 Level 5

PMPM

Project Management Maturity Project Management Maturity Assessment ProcessAssessment Process

26

Assessment StructureAssessment Structure

Project ManagersProject TeamsFocus Groups

ManagementSupports assessment activities

AssessmentSponsorSets direction & ExpectationsOpens kickoff meeting

PMODrives assessmentsProvides assistanceMaintains benchmarksand metrics

Assessment TeamIndependent Senior Consultants

-Assessment Report

Maturity Rating Survey Results Action Plan

27

Assessment – Selection of ProjectsAssessment – Selection of Projects

▪ Select 3 – 5 representative projects

– Identify common types of projects supported by the organization

– Identify projects that will roll out all phases of the project and product life cycles

– Obtain agreement from assessment team on selection of projects

28

Assessment – Selection of TeamAssessment – Selection of Team

▪ Independent external team

▪ Experienced

▪ Minimum of two team members

▪ No member from the organization being assessed

29

Assessment – Establish GuidelinesAssessment – Establish Guidelines

▪ Develop survey and / or interview questions

▪ Develop procedures, instructions and tools to support the assessment

▪ Develop structure for Data

– Categories– Methods to ensure accuracy– Must be defensible– Keep current

30

Wk-1 Wk-2 Wk-3

KICK-OFF

Surveys Due

Management Interviews

Focus Groups

Project Team Interviews

Validation & Prioritization

Findings Presentation

Planning

Assessment Begins

Final Deliverables

Assessment - Develop TimelineAssessment - Develop Timeline

31

Assessment - DeliverablesAssessment - Deliverables

▪ Assessment plan, schedule

▪ Assessment kickoff presentation

▪ The assessment

– Surveys, Interviews, Artifact Reviews▪ Survey results report

▪ Findings & recommendations report & presentation

– Strengths and opportunities for improvement– Prioritized recommendations 

32

Planning the AssessmentPlanning the Assessment

1. Form assessment team & set up a “war room”

2. Establish guidelines for assessment

3. Conduct management interviews

4. Select representative projects

5. Conduct stakeholder analysis

6. Schedule assessment activities

7. Launch assessment – conduct kickoff meeting

33

Prepare for InterviewsPrepare for Interviews

▪ Identify assessment expectations

▪ Document and review interview guidelines and procedures

▪ Prepare questions

▪ Determine interview team, roles and responsibilities

▪ Set the climate

▪ Prepare supporting templates and documentation guidelines

34

Review Project ArtifactsReview Project Artifacts

To validate survey responses review:

▪ Project management deliverables

– Charter, Schedule, Budget, Communications Plans

▪ Project management processes

– Change/Scope, Quality, Risk, Communication, Time, Cost, HR, Procurement, Integration Management

35

Conduct InterviewConduct Interview

▪ Individual interviews

▪ Small-groups

▪ Focus group sessions with project practitioners and team members

36

ConfidentialityConfidentiality

▪ Interview discussions must remain confidential

▪ No comment is attributed to any one person

▪ The focus is on process not people

37

Assessment FindingsAssessment Findings

▪ Results analyzed, scores compared, information distilled

– into high-impact information– measurable recommendations

▪ Participants validate & prioritize findings

– Did we hear you, Did we get it right?– Prioritize the top 3 – 5 topics– Stay positive and encouraging– Do not debate – take feedback and incorporate it

▪ Prepare and complete assessment deliverables

38

Present FindingsPresent Findings

▪ Report to management

– Sensitive information relayed verbally; not attributed to a source

– Obtain management commitment to follow up activities to implement high-priority actions

▪ Formal findings presentation to team

– Strengths and Recommendations– Immediate Next Steps

▪ Reports published and distributed

PMPM

Post Assessment Post Assessment

40

Post-Assessment ActivitiesPost-Assessment Activities

▪ Planning meetings to implement high-priority recommendations

▪ Provide support to implement recommendations

– Facilitated planning sessions– Coaching and mentoring– Training– Tools– Best practice procedures and processes

▪ Focus on critical projects first

41

Acting on Assessment ResultsActing on Assessment Results

▪ Driven by senior management

▪ Develop an implementation plan

▪ Commit resources

▪ Develop metrics and measures of success

42

Conduct Periodic AssessmentsConduct Periodic Assessments

▪ Allow enough time to implement and apply improvements

▪ Conduct reassessment

▪ Compare results

▪ Identify improved maturity and CMM level

▪ Update implementation plan

43

▪ Assessing organizational project management maturity provides a framework to evaluate progress in pursuit of project success

▪ Assessments build an organization’s readiness to change

▪ Assessments identify a capability baseline and prescriptive action plan for improvement

▪ Select high-priority improvement actions that provide the foundation for the next level

SummarySummary

44

Wrap UpWrap Up

▪ Comments

▪ Questions

▪ Drawing for PM Essentials Library

45

Alice Zavala, PMPAlice Zavala, PMP

Management ConceptsManagement Concepts

AZavala@managementconcepts.comAZavala@managementconcepts.com

For Further InformationFor Further Information