p3m3 project model

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P3M3 Project Model

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Procurement | Programmes & ProjectsPortolio, Programme and Project Management Maturity Model (P3M3)

Version 2.1


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Portolio, Programme and Project Management Maturity Model (P3M3)2

P3M3 Project Model

5. Project Management Maturity Model

This model is based on best practice guidance andOGCs PRINCE2 publications, along with experiencegained rom the Project Management Maturity Modeland the original version o P3M3.

Defnition o project managementOGC denes a project as a unique set o coordinatedactivities, with denite starting and nishing points,undertaken by an individual or team to meet specicobjectives within dened time, cost and perormanceparameters as specied in the business case.

Project management guides a project through a visibleset o activities, rom controlled start-up, throughdelivery, to controlled closure, and review. There willbe visible milestones and well-managed resources,stakeholders and interdependencies, with all partiesinvolved being clear about their goals and individualresponsibilities.

Characteristics o project managementGood project management will be expected to havethe ollowing characteristics.

A nite and dened liespan

Dened and measurable business deliverables thatcontribute towards the achievement o businessobjectives

A dened amount o resources

Delivery o capabilities rom which business benetsand perormance improvements can be leveraged

An organizational structure, with dened roles andresponsibilities

Focus on management and coordination

Delivery o outputs within time and cost constraints

Quality management, ocusing on t-or-purposeoutputs based on requirements

Business cases containing an accurate budget oroutput delivery

Risk management ocused on costs, quality andtimescales or delivery

Issue management is proactive and ocused onensuring successul delivery

Project plans that are both product and activity

orientated

Eective engagement with the stakeholderenvironment, ocusing on achieving stakeholderrequirements.

Projects should contribute to business objectives.Typically, their unding is identied as part o overallbusiness planning. They may be part o an widerprogramme o business change.

Attributes o project managementThe ollowing sections set out the attributes oreach o the seven Process Perspectives within the

Project Management Maturity Model, at each othe ve Maturity Levels, along with a descriptiono each attribute.

P3M3 is a Registered Trade Mark o the Oce o Government Commerce

The OGC logo is a Registered Trade Mark o the Oce o Government Commerce in the United Kingdom


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P3M3 Project Model

PjM3 - Management Control Level 1DescriptionProject management terminology is used by some

members o the organization but not consistently andpossibly not understood by all stakeholders.

Projects will be conducted and managed according toindividual preerences.

Specifc Attributes1. Some projects recognized and some specic

objectives

2. Ad hoc conguration management

3. Some projects may have a person designated asproject manager

4. Some projects will be subject to somerudimentary management activities, such asoutline planning, and recognition o key activitiesand resources undertaking those activities

5. Projects poorly documented with poorlydened end-point

6. Some projects may be considered to have been asuccess, but there is little on which to build andreduce the risk or new projects

Generic Attributes

1. Training provision is uncoordinated, with little orno knowledge sharing

2. Key individuals lack experience

3. No standard roles, and responsibilities are notdened or are generic

4. Some inormation available but is outdated,unstructured and dispersed

5. Limited, i any, ormal checking or review

6. Plans, i any, are conceptual or merely sequenceso events with rough timescales

7. Planning, i any, likely to be an initial activity withlittle maintenance o ownership or tracking

PjM3 - Management Control Level 2DescriptionThe concepts o project management will have beengrasped by the organization, and there may be localexperts, such as experienced project managers,working on key projects.

Specifc Attributes

1. Evidence o project ramework used to acilitateplanning and in change management, but notconsistent across the organization

2. Issues resolved locally with little consultationwith other areas

3. Some change control but only at local level

4. Project monitoring and control may besuciently robust to provide adequate visibilityo actual project progress and enable eectiveaction to be taken i project perormancedeviates signicantly rom project plan

5. Work may be ongoing to establish anorganization-wide project managementapproach through recognition o a project liecycle, supported by document templates, toolsand techniques, but is yet to be established

6. Key documents and other assets recognizedthroughout project lie cycle

7. Each project has a recognized ramework butstandard project management processes andully supported methods not yet adopted acrossentire organization

8. Little impact assessment on business operationsprior to transition

9. Tool and method selection may be localized

10. Localized inormation structures with someinormation sharing between teams

11. Local conguration management arrangementsdened, perhaps with le-naming conventionsand local storage arrangements

Generic Attributes1. Localized inormation structures, with some

inormation sharing between teams

2. Focus on documentation during start-up anddenition, but not maintained over initiativeslie cycle

3. Limited localized inormation controls, with no

ormal release management arrangements

4. Local reviews, with some corrective actionsundertaken within the group

5. Generic training may be provided in keyconcepts, and there may be individualsundertaking qualication training

6. Local sharing o knowledge may exist butmostly ad hoc

7. Key individuals may have practical deliveryexperience and track record

8. Roles, responsibilities and competencies denedin some areas but not consistently across theorganization


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9. Plans exist but are not underpinned by consistentdevelopment methodology, yet may still beeective locally

10. Planning seen as activity tracking rather thanproactive/orecasting

11. Estimation is more guesstimation and doesnot use standard techniques

PjM3 - Management Control Level 3DescriptionThere is a centrally dened and documented approachto a project management lie cycle and controls, and itis applied in all projects by capable sta who supportproject teams.

Specifc Attributes1. Fully documented and supported project lie

cycle across the organization, with gates orstage reviews to maintain control ollowedby all projects

2. Issue management and change controlprocedure integrated and consistent acrossthe organization

3. Project managers accustomed to tailoringstandard project ramework to meet needs ospecic projects

4. Projects ensure that it is easible to deliversolutions that satisy relevant requirements

5. Variations to project deliverables subject tochange control procedures and approvedas appropriate

6. Standard processes, procedures and templatesto enable consistent management controlo projects

7. Decisions to begin transition signed o by keybusiness managers

8. Project deliverables accord with productdescriptions and are reviewed against agreedquality criteria that match strategic objectivesand are traceable throughout project lie cycle

9. Product or service handover to operational staplanned at early stage

10. Project Boards with business representation existand have clearly dened purposes, based onstandard model

11. Formal reviews planned and undertaken at

appropriate stages in project lie cycle, perhapsinvolving members o other teams, the businessand external reviewers

12. There will be active consideration o transitionmanagement to ensure that project deliverablesare capable o being exploited by the user

Generic Attributes1. Inormation has a reresh cycle or is regularly

accessed

2. Organization-wide inormation standards oncondentiality, availability and integrity

3. Formal inormation release managementprocedures

4. Independent reviews take place

5. Scrutiny largely or compliance reasons,identiying ailures rather than opportunitiesor improvement

6. Plans developed to a central and consistentstandard that is output- or goal-based

7. Plan development takes into account a rangeo relevant actors

8. Evidence o eective estimating techniques

9. Dependencies are identied, tracked andmanaged eectively

10. Training is ocused on the organizationsapproaches and raising competence oindividuals in specic roles

11. Forums exist or sharing organizationalexperience to improve individual andorganizational perormance

12. Centrally managed role denitions andsets o competencies dened and used tosupport appointments

PjM3 - Management Control Level 4Description

Project management is seen as a key tool or thedelivery mechanism o change.

Within the project environment the ocus is onimprovement o delivery through measurement andanalysis o perormance.

Specifc Attributes1. Evidence o projects being stopped or diverted to

gain better alignment with other initiatives andoptimize project delivery environment

2. Knowledge management is a central unctionand is used to help improve perormance

3. Succession plans or key roles

4. Development plans or all team members


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5. Project management metrics used to monitorand control projects in quantitative terms

6. Project Boards show high degree o engagement

and active decision-making to improve delivery

7. The organization routinely collects perormancedata rom projects and uses it to characterizeprocess capability

8. Inter-project dependencies actively managed

9. Projects maintain business ocus and alignmentthrough a sponsor or project executive ullyconversant with project management methodsand techniques

10. Project reports used to inorm management on

risk and provide assurance that projects are ontrack towards desired outcome

11. Project Boards have appropriate businessrepresentation, including supply chain, whereappropriate

12. Project Board membership perceived as providingopportunity to improve, and is consequently wellsupported by senior management

13. Project reviews centrally managed and conductedat appropriate value assurance points

14. Assets stored in secure repository, with access bythose with appropriate clearance

15. Dynamic conguration management system withaudit trails and ability to revert to earlier buildsand baselines

16. Controls on entry into, and exit rom,conguration management system

Generic Attributes1. Inormation is current and extensively reerenced

or better decision-making

2. Trend analysis and measurement undertakenon perormance inormation to identiyimprovement opportunities

3. Knowledge management is a central unctionand is used to help improve perormanceand planning

4. Reviews ocus on opportunities to improve aswell as compliance

5. Plans kept up to date, with the applicationo sophisticated planning techniques andrecognition o interdependencies

6. Extensive training is provided, ocusing onpersonal development and perormanceimprovement

7. Evidence o interventions to avoid conficts andtake advantage o opportunities

8. Mentoring and individual development is used to

improve organizational perormance

9. Succession plans exist or key roles

PjM3 - Management Control Level 5DescriptionManagement controls ensure that the projectapproach delivers the change objectives o theorganization.

Acceptance o project management as the optimalapproach to change delivery is organization-wide.There is evidence o continual improvement.

Specifc Attributes1. Underlying causes o project issues and

recognized problems are identied and changesimplemented to minimize recurrence in utureprojects

2. Common causes o product deects and processnon-compliance analyzed and action taken toprevent recurrence

3. Objective achievement by projects reviewed bythe organization and lessons learned ed into

other projects

4. Guidance available to project managers andteams routinely reviewed and updated to refectindicators rom previous experience

5. Established sizing measures and complexityindicators or projects used to adjust risk proleand signal requisite level o control to be applied

6. Overarching timetable o project plans, reviewedby Executive Board

7. Conguration management embedded in

all activities, with extensive consultationand consideration

8. Reerencing and storage systems integrated withorganizational approaches

Generic Attributes1. Inormation is valued, with continual

maintenance and reerence

2. Evidence o extensive intelligence-gatheringprocesses, with inormation disseminatedthrough a variety o channels

3. Review and improvement is continual andproactive, with lessons being shared openly


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4. Planning inherent in decision-making process,with adjustments and implications managedand deployed

5. Active management o interdependenciesbetween initiative plans and other business plans

6. Estimations are accurate and used eectively toensure delivery

7. High levels o competence embedded in all rolesand seen as part o career paths

8. Knowledge transer is an inherent behaviourwithin the organization

9. Skills embedded into organizational leadershipand management development programmes

PjM3 - Benefts Management Level 1DescriptionThere is some recognition that the concept o benetscan be dierentiated rom project outputs.

Specifc Attributes1. Requirements dened in terms o eatures and

results rather than measurable perormanceimprovement

2. Benets seen as justication rather than coreelement o projects delivery

3. Little or no recognition o how benets are to bemanaged and realized

Generic Attributes1. Training provision is uncoordinated, with little or

no knowledge sharing



4. Some inormation available but is outdated,

unstructured and dispersed




PjM3 - Benefts Management Level 2DescriptionBenets are recognized as an element within project

business cases. There may be some documentationregarding who is responsible or particular benetsand their realization, but this is unlikely to be ollowedthrough or consistent.

Specifc Attributes1. Evidence in some projects o understanding o

dierences between product eatures, outputs

and outcomes2. Responsibility or benets may be assigned

within some project business cases but outsideproject team

3. Role o sponsor or project executive in benetsmanagement and realization may be articulatedin some projects

4. May be some benet measurement criteria

5. Dierent areas manage and account or benetsin dierent ways

6. Post-project reviews ocused on project activitiesand deliverables rather than achievemento benets



2. Focus on documentation during start-upand denition, but not maintained overinitiatives lie cycle

3. Limited localized inormation controls, with noormal release management arrangements










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PjM3 - Benefts Management Level 3DescriptionThere is a centrally managed and consistent

ramework or dening and tracking the realizationo benets rom project outputs.

Specifc Attributes1. Measures o project success are becoming

dened and explicit

2. Common approach and processes that ensureconsistency across all projects in relation tobenets measurement and realization

3. Benets management process described withinproject business case

4. Changes to project considered against impacton benets

5. Common set o tools and templates used orbenets management activities, including theirdetailed description

6. Benets documents stored centrally and subjectto change control

7. Detailed statements explaining how benets willbe achieved rom project deliverables

8. Benets calculated in nancial terms againstcentrally managed assessment criteria

9. Clear responsibilities or benets realization citedin business cases

10. Post-project benet reviews used to reportormally on outcomes and benet realization


accessed











12. Centrally managed role denitions andsets o competencies dened and usedto support appointments

PjM3 - Benefts Management Level 4DescriptionBenets management is embedded within theproject management approach and there is a ocus

on delivery o business perormance rom projectoutputs.

Project perormance metrics are collected andanalyzed.

Specifc Attributes1. Processes in place to identiy and resolve double

counting o benets

2. Benets dened at programme level and may becascaded down to projects

3. Benet reviews undertaken regularly and action

taken to leverage opportunities

4. Complex variety o benets measures designedand applied according to circumstances (e.g.Balanced Scorecard)

5. Common, perormance-based benetsmeasurement and assessment mechanismsin place

6. Clear and active ownership o plans to improveperormance rom project outputs

7. Processes or management o benets realization

owned, reviewed and being improved8. The organization ensures that claimed benets

are realistic and endorsed by the sponsor orproject executive






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4. Reviews ocus on opportunities to improveas well as compliance

5. Plans kept up to date, with the application

o sophisticated planning techniques andrecognition o interdependencies



8. Mentoring and individual development is usedto improve organizational perormance


PjM3 - Benefts Management Level 5DescriptionBenets management is embedded within theorganizational approach to change and is assessed aspart o the development o organizational strategy.

Business perormance metrics are linked to, andunderpin, the recognition o benets realization.There is evidence o continual improvement.

Specifc Attributes1. Clear links between strategic decision-making

and benets realization

2. Evidence o development and innovation otechniques based on experience o realizinga variety o benets in several dierentenvironments

3. Active management o opportunities to enhancebenets realization

4. Decisions taken to balance benets anddis-benets based on statistical measures

5. Strategic priorities aect benet measures (e.g.

changes to strategic Key Perormance Indicatorsare ltered down into projects)

6. Post-project benet reviews studied, trendsestablished, and lessons learned ed backinto benets realization planning and othermanagement activities



2. Evidence o extensive intelligence-gathering

processes, with inormation disseminatedthrough a variety o channels








PjM3 - Financial Management Level 1DescriptionThere is little or no nancial control at project level.There is a lack o accountability and monitoring oproject expenditure.

Specifc Attributes1. Projects poorly dened and diculties

experienced in setting realistic budgets orcost envelopes

2. No process or projects to bid or unds

3. Projects lack control mechanisms to track costsand project expenditure

4. Little ormal project investment appraisal,with ormal business cases rarely submittedand monitored

5. Operational input costs assumed and notaccounted or

Generic Attributes1. Training provision is uncoordinated, with little

or no knowledge sharing2. Key individuals lack experience





7. Planning, i any, likely to be an initial activity with

little maintenance o ownership or tracking


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PjM3 - Financial Management Level 2DescriptionProject business cases are produced in various orms

and the better and more ormal cases will presentthe rationale on which to obtain organizationalcommitment to the project. Overall cost o the projectis not monitored or ully accounted or.

Specifc Attributes1. Project business case approval processes at local

level only

2. Some projects have business cases and there isoccasional reporting o progress andcosts incurred

3. Some project business cases contain morethan one option to justiy the design intent orpreerred solution

4. Budgeting cost management at project levelis inconsistent across projects and unlikely tobe well integrated with the organizationsnancial processes

5. Budgets or unding changes as well as projectoutputs not included in business cases






5. Generic training may be provided in keyconcepts, and there may be individuals

undertaking qualication training6. Local sharing o knowledge may exist but

mostly ad hoc


8. Roles, responsibilities and competencies denedin some areas but not consistently acrossthe organization




PjM3 - Financial Management Level 3DescriptionThere are centrally established standards or thepreparation o business cases and processes or theirmanagement throughout the project lie cycle.

Project managers monitor costs and expenditurein accordance with organizational guidelines andprocedures, with dened interaces with othernancial unctions within the organization.

Specifc Attributes1. Standardized approach to project business

case development

2. Business cases approved centrally, makingbudget limitations explicit

3. Issues and risks assessed in nancial terms

4. Guidelines exist on costs to be included in, andexcluded rom, budgets

5. Projects have distinct budgets and expenditureagainst budget is tracked and reported on

6. Clearly dened authorities or expenditure levels,with cost and expenditure reported on usingagreed templates or pro-orma reports

7. Contract placement using proessionalprocurement support to ensure best valueor money

8. Standard nancial estimation and value ormoney techniques deployed consistentlyacross projects

9. Business cases reviewed at explicit stages inproject lie cycle and actions taken to putprojects back on track

10. Evidence o operational sign-o or anyadditional costs imposed by project

11. Capital and revenue costs accountedor dierently

12. Centrally agreed project budgets, making it clearwhen and where unding will be available


accessed

2. Organization-wide inormation standards on

condentiality, availability and integrity



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5. Scrutiny largely or compliance reasons,identiying ailures rather than opportunities

or improvement


7. Plan development takes into account a range orelevant actors





12. Centrally managed role denitions and setso competencies dened and used to supportappointments

PjM3 - Financial Management Level 4DescriptionThe organization is able to prioritize investmentopportunities eectively in relation to the availabilityo unds and other resources.

Project budgets are managed eectively and projectperormance against cost is monitored and compared.

Specifc Attributes1. Funds or use by projects scheduled optimally

2. Business cases at core o decision-making

3. Financial tolerances monitored eectively acrossall projects

4. Financial appraisals o project viabilityroutinely conducted

5. Cost management at project level ullyintegrated with the organizations nancialmanagement unctions

6. Auditing o project expenditure routinelyundertaken

7. Risks evaluated in nancial terms andeconomically viable response plans ormulatedand agreed

8. Earned value concepts o project activity may bedeployed, as appropriate

9. Lessons on cost estimation shared across projects

10. May be an Investment Board overseeing allproject nancial perormance

11. Analysis o expenditure across projects used

to release and constrain unds in asophisticated way

12. Structured approach to handing over nancialassets and costs to operational groups

13. Formal business reviews undertaken at variousstages in project lie cycle to ensure that businesscases continue to present an accurate picture odesirability, viability and easibility o projects


or better decision-making2. Trend analysis and measurement undertaken

on perormance inormation to identiyimprovement opportunities






8. Mentoring and individual development is used toimprove organizational perormance


PjM3 - Financial Management Level 5DescriptionProject nancial controls are ully integrated withthose o the organization. Cost estimation techniquesused at the project level are continually reviewedin terms o actual versus estimate comparisons toimprove estimation throughout the organization.

There is evidence o continual improvement.

Specifc Attributes1. Project budget estimates reviewed at all planning

checkpoints and rereshed accordingly2. Changes in overall project cost and stage cost

proles escalated to, and reviewed by, seniormanagement


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3. Costs incurred used to orecast uture costs andbudgetary impact

4. Project nancial approvals process integrated

into organizational nancial approvals process

5. Project nancial risks escalated as appropriate,with eective mitigation and solutions sought

6. High degree o accuracy in orecasting projectcosts within agreed tolerance allowances

7. Project costs integrated with organizationalnancial plans

8. Objective and regular assessment o the optimaluse o nances, and review o opportunitiesto identiy better value rom supply chain and

market place9. Investment Board overseeing all project

nancial perormance

10. Value or money tracking o all projects








7. High levels o competence embedded in all roles

and seen as part o career paths



PjM3 - Stakeholder Engagement Level 1DescriptionStakeholder engagement and communication is rarely

used by projects as an element o the delivery toolkit.

Specifc Attributes1. Concept o stakeholder engagement may be

acknowledged but is undened

2. Projects communicate with stakeholders on adhoc basis, relying on individuals within the teamtaking the initiative

3. No structured approach to stakeholderengagement and communications

Generic Attributes1. Training provision is uncoordinated, with little or








PjM3 - Stakeholder Engagement Level 2DescriptionProjects will be communicated to stakeholders, butthis is linked more to the personal initiative o projectmanagers than to a structured approach beingdeployed by the organization.

Specifc Attributes

1. Evidence may exist o more sophisticated analysisand communications planning or some projects

2. Most stakeholder analysis is basic andinconsistent, limited to the issue o whatstakeholders are interested in

3. Projects recognize stakeholder groupings but arelimited to local knowledge

4. Some projects have their own communicationsplans but they ocus on merely transmittinginormation

5. Outgoing communications channels romprojects are limited, with ocus on emailor websites


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6. Some stakeholders advised or consulted, andeedback processed

7. Key messages delivered inconsistently, with no

audit trails

8. Key individuals have practical experience and arethe source o most communications activity

9. Communications interdependency trackingbetween initiatives is limited

10. Structured approach beginning to evolve,but based on good practice o one or twokey individuals






5. Generic training may be provided in keyconcepts, and there may be individuals

undertaking qualication training



8. Roles, responsibilities and competenciesdened in some areas but not consistentlyacross the organization

9. Plans exist but are not underpinned by consistentdevelopment methodology, yet may still be

eective locally10. Planning seen as activity tracking rather than

proactive/orecasting


PjM3 - Stakeholder Engagement Level 3DescriptionThere is a centrally managed and consistent approach

to stakeholder engagement and communications usedby all projects.

Specifc Attributes1. Centrally dened and consistent approach,

and supporting process, or identiying andanalyzing stakeholders

2. Projects consider stakeholder needs andstakeholders are actively involved indecision-making

3. Corporate communications (or equivalent)are involved in development o stakeholderengagement processes and procedures

4. Stakeholders have authority and clearly denedroles within project

5. Audit trails o communications maintained orall projects

6. Structured, centrally managed communicationsplan balances communications rom all projects

7. Communications channels vary and are used totarget and deliver messages eectively

8. Communications budget exists

9. Much o this approach is provided by thepermanent Project Oce


accessed








9. Dependencies are identied, tracked and

managed eectively


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PjM3 - Stakeholder Engagement Level 4DescriptionSophisticated techniques are used to analyzeand engage the project stakeholder environment

eectively, and quantitative inormation is used tounderpin the assessment o eectiveness.

Specifc Attributes1. Sophisticated approach to analyzing,

segmenting and maintaining stakeholderperspective inormation

2. Extensive range o communications channelsand techniques used to deliver messages

3. Eectiveness o communications and stakeholderengagement is measured, and is high

4. Critical stakeholders embedded in decision-making process

5. Stakeholder reactions analyzed, and evidenceo proactive communications managementto infuence stakeholder attitudes and levelso support

6. Project leaders engaged with and supportingcommunications activities

7. Stakeholder identication and analysis coversinternal and external groups, with inormationmaintained centrally

8. Projects with high levels o market or communityconsultation are common at this level




3. Knowledge management is a central unctionand is used to help improve perormance

and planning



6. Extensive training is provided, ocusingon personal development and perormanceimprovement


8. Mentoring and individual development is used toimprove organizational perormance


PjM3 - Stakeholder Engagement Level 5

DescriptionCommunications are being optimized rom extensiveknowledge o the project stakeholder environment,to enable the projects to achieve their objectives.


Specifc Attributes1. Stakeholder engagement embedded in the

organizations culture

2. Communications active, bi-directional andembedded in decision-making process

3. Stakeholders ully engaged in change processat all levels

4. Communications recognized by project leadersas a key leadership tool

5. Communications measured, relevant and trusted



2. Evidence o extensive intelligence-gatheringprocesses, with inormation disseminated

through a variety o channels




6. Estimations are accurate and used eectivelyto ensure delivery



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9. Skills embedded into organizational leadership

and management development programmes

PjM3 - Risk Management Level 1DescriptionThere is minimal evidence o risk management beingused to any benecial eect on projects.

There may be evidence o risks being documented butlittle evidence o active management.

Specifc Attributes1. Some risks may be identied and associated

with particular projects, but are not describedor registered consistently, and there will belittle, i anything, in terms o an eective riskmanagement process

2. Focus o management attention is on dealingwith issues as they arise, with a reactive ratherthan proactive approach

3. Risks arbitrarily classied and rarely, i ever,quantied

4. Risk identication likely to be a one-o activityand risks unlikely to be tracked or re-assessed

during project lie cycle

5. Foreseeable threats likely to impact on projects

6. Little, i any, communication with other parts othe organization concerning project risk


or no knowledge sharing


3. No standard roles, and responsibilities are not

dened or are generic4. Some inormation available but is outdated,

unstructured and dispersed




PjM3 - Risk Management Level 2DescriptionRisk management is recognized and used on projects,

but there are inconsistent approaches, which result indierent levels o commitment and eectiveness.

Specifc Attributes1. Dierent areas and projects manage risk in

dierent ways

2. Some projects recognize dierent categorieso risk (e.g. distinguishing between project andoperational risks)

3. Risk response strategies and plans are likely tohave been ineective in the past

4. Inconsistency o approach to the assessmento risks

5. Risk register based on an organizational templatemay be used, but escalation and communicationon risks outside the project may be ineective

6. Local risk management processes in place andmanaged by Project Board and teams

7. Risk management not aligned with other projectlie cycle activities (e.g. project planning)

8. Risk status reported to Project Board on ad hocbasis, i at all

9. Key project managers understand andarticulate the purpose and importance orisk management, but inconsistent levels ocommitment and understanding across allprojects or the organization



2. Focus on documentation during start-up anddenition, but not maintained over initiatives

lie cycle







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PjM3 - Risk Management Level 3DescriptionProject risk management is based on a centrallydened process that is cognizant o the organizationspolicy or the management o risks and is usedconsistently.

Specifc Attributes1. Standard risk management templates and tools

used extensively and consistently

2. Risks identied, assessed and controlled inaccordance with recognized procedures,across all projects

3. Regular reviews, addressing broader

opportunities or improvement as wellas compliance

4. Reviews seen as a positive opportunity toimprove, not a threat

5. Risk management interventions embeddedwithin project lie cycle

6. Risks consistently categorized by type(e.g. commercial, operational or strategic)

7. Audits o risk within projects

8. Processes exist or escalation o project risks

9. Risks not limited to internal impact onproject goals

10. Risk assessment techniques dened anddeployed consistently


accessed












PjM3 - Risk Management Level 4DescriptionProject risk management is working eectively, isembedded, and the value o risk management can be

demonstrated.

There is evidence o opportunity management andmanagement o risk aggregation.

Specifc Attributes1. Projects able to demonstrate resource and

budgetary implications o risks throughoutproject lie cycle

2. Cost eectiveness and easibility o responsemeasures demonstrable across all projects

3. Audits o risk management eectiveness

4. Aggregated risk levels across projects trackedand managed

5. Clear understanding o level o risk exposurerom projects being undertaken

6. Evidence o lessons being learned rom projectreviews and assurance reviews

7. Risk management seen as organizationalprocess, with clear ownership

8. May be a risk manager, providing guidanceand controls

9. Evidence o decision-making based on riskassessment


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10. The business and project stakeholders generallyeel comortable with the management oproject risks, and are involved as appropriate





4. Reviews ocus on opportunities to improve as

well as compliance5. Plans kept up to date, with the application

o sophisticated planning techniques andrecognition o interdependencies





PjM3 - Risk Management Level 5DescriptionRisk management is embedded in the organizationalculture and underpins all decision-making withinprojects. There is evidence o continual improvement.

Specifc Attributes1. Accountability or management o risk at

Executive Board level

2. Executive Board has clear visibility o riskexposure to the organization rom projects

3. Risk assessment underpins all decision-making

4. Projects ensure adequate considerationo business continuity, especially onbusiness handover

5. Evidence o opportunity risks being activelymanaged

6. Risk management policy and supportinggovernance arrangements periodically

reviewed or eectiveness

7. Business intelligence inorms risk managementprocess and has clear cascade andescalation route

8. Strong links and integration with nancialmanagement, planning, estimating, projectcontrol and governance processes, and risks to

project benets are highlighted and examined





4. Planning inherent in decision-making process,

with adjustments and implications managedand deployed






PjM3 - Organizational Governance Level 1DescriptionSome inormal governance o projects exists but hasundened links to broader organizational controls.Roles are unlikely to be ormally dened.

Specifc Attributes1. Projects start up without business control, and

no evidence o sign-o at project closure

2. Project manager may exist but no clear authorityand may be part-time

3. Project management activities likely to berestricted, with conusion as to what ishappening within projects on a day-to-day basisand who controls what

4. Projects struggle to gain commitment andresources when required

5. Minimal business ownership o project orrepresentation on project team


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P3M3 Project Model


or no knowledge sharing







PjM3 - Organizational Governance Level 2DescriptionProject management rom an organizationalperspective is beginning to take shape but withad hoc controls and no clear strategic control.Roles and responsibilities will be inconsistent,as will reporting lines.

Specifc Attributes1. Projects initiated based on local needs

2. Decisions taken in projects not always reerredupwards or verication

3. Community o project management practice mayexist, but with limited eectiveness in prioritizingand coordinating process improvement acrossthe organization

4. Not all projects will have project managers

5. Some projects may be undertaken outside theorganizations governance ramework and arenot ully accountable

6. Projects and initiatives report progress locally7. Changes to projects not always delivered

through project manager route

8. Project Boards may exist, but with ad hocmembership, acting more as consultation groupsthan delivery groups



2. Focus on documentation during start-up and

denition, but not maintained over initiativeslie cycle


4. Local reviews, with some corrective actions

undertaken within the group




8. Roles, responsibilities and competencies denedin some areas but not consistently across the

organization9. Plans exist but are not underpinned by consistent

development methodology, yet may still beeective locally



PjM3 - Organizational Governance Level 3DescriptionCentrally dened organizational controls are appliedconsistently to all projects, with decision-makingstructures in place and linked to organizationalgovernance.

Specifc Attributes1. Common denition o Project Boards (or

equivalent) and their key roles and responsibilities,which are in place on most projects unless there isa clear reason or them not to be

2. Central body that monitors and infuences

progress o all projects and the optimal balanceo current projects

3. Consolidated progress reporting on all projects

4. All key roles and responsibilities documentedwithin individual terms o reerence

5. Project ideas evaluated against consistent criteriaprior to approval

6. Centralized decision-making ensures thatprojects t the organizations ongoing needs

7. Functional activities o sponsor or project

executive can be demonstrated or all projects


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P3M3 Project Model

8. Evidence o sponsor or project executivesensuring that projects maintain alignmentwith organizational strategy, with interventions

as appropriate9. Decisions are auditable

10. Clear reporting lines set and maintained

11. Legislative and regulatory requirements builtinto guidelines

12. Evidence o structured start-up and closure oprojects under clear business control


accessed










11. Forums exist or sharing organizational

experience to improve individual andorganizational perormance


PjM3 - Organizational Governance Level 4DescriptionThere will be clearly aligned project decision-making

processes that adopt and integrate with broaderorganizational governance and which are transparentto those involved. Project management responsibilitiesare embedded within broader role descriptions.

Specifc Attributes1. Decision-making balances need or

organizational perormance and continuitywith need or change

2. Decision-making includes approvals rom keygovernance groups at key critical points (gates)throughout project lie cycle

3. Directors with project responsibilities exhibitappropriate knowledge and behaviours

4. Decision-making eectiveness reviewed andimprovements sought

5. Strategic changes communicated to ProjectBoard eectively

6. Senior management sponsor, and demonstratetheir commitment to, improvement initiatives

7. Business perormance measured against historictrends and impact o projects on business

perormance is ully understood

8. Evidence o ideas and requirements beingscheduled and built into organizationalstrategic planning

9. Decisions to launch projects made against impactassessment on current initiatives



2. Trend analysis and measurement undertaken

on perormance inormation to identiyimprovement opportunities






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P3M3 Project Model


8. Mentoring and individual development is used to

improve organizational perormance


PjM3 - Organizational Governance Level 5DescriptionThe governance arrangements or projects are a coreaspect o organizational control, with demonstrablereporting lines to Executive Board level and with clearownership and control responsibilities embeddedwithin the organization.


Specifc Attributes1. Projects signed o at Executive Board level,

as appropriate

2. Organizational governance and accountabilitiesrefected throughout the organization,down to specic project responsibilities andaccountabilities

3. Legal and regulatory responsibilities havevisible compliance

4. Decisions on priorities and major confictresolution resolved by reerence to strategicpriorities and Executive Board

5. Pre-emptive and rational project closurebased on business decisions other thanproject perormance

6. Lessons learned contribute to development oguidance on conduct o specic roles

7. Projects aligned to organizations strategic plans

8. Formal ideas management process exists,with ideas deerred or built into strategy

where appropriate

9. Executive Board-level reaction to, andmanagement o, business perormancerelating to project-initiated activities

10. High levels o competence in project and changemanagement evident at Executive Board level

11. Leadership development programme includesproject management education

12. Structured management o knowledge, withlessons being learned and embedded

13. Business perormance actively tracked andmanaged, with timely interventions

14. Project management embedded as corechange management technique

15. Regular periodic reviews o eectiveness

o governance arrangements, based onlessons learned









8. Knowledge transer is an inherent behaviour

within the organization


PjM3 - Resource Management Level 1DescriptionThere is some recognition within the organization othe need to manage resources eectively to enablesuccessul delivery o projects, but little evidence oresource acquisition, planning or management.

Specifc Attributes1. Project resources allocated on ad hoc basis, butmay be some awareness o core skills necessaryto deliver projects

2. Minimal reporting on resource utilization

3. Project documentation does not includeresourcing proles

Generic attributes1. Training provision is uncoordinated, with little or


2. Key individuals lack experience3. No standard roles, and responsibilities are not

dened or are generic


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P3M3 Project Model





PjM3 - Resource Management Level 2DescriptionResources are being deployed across the organizationand individual projects have an approach to resourceacquisition, planning or management. However, thereis little evidence o consistency o approach.

Specifc Attributes1. Resources assigned locally to specic project

activities, possibly with some recognition oparticular skills and competencies

2. Resource utilization locally tracked and reportedon to some extent, but little evidence oresulting actions

3. Little evidence o resource orecasting in terms oskills and competency requirements tailored toproject complexity or risk

4. Resource plans do not adequately considerproject handover and downstream supportrequirements

5. Some resource overstretch in key or pivotalpositions



2. Focus on documentation during start-up anddenition, but not maintained over initiatives

lie cycle










PjM3 - Resource Management Level 3DescriptionThe organization has a centrally dened and adoptedset o procedures and management processes oracquiring, planning and managing project resources.

Specifc Attributes1. Centrally dened and adopted set o procedures

in place or resource management

2. Work to be carried out by third parties orcontractors dened and planned in accordancewith documented procedures and reviewed atkey milestones or project stages

3. Frameworks in place with external market or

provision o resources to meet shortages andexpertise peaks

4. Resource utilization tracking and productivitymonitoring occasionally undertaken, usingindustry standard techniques

5. Resource planning undertaken in broadest sense,not limited to human resources

6. Some collaboration between project teamsor recognition at organizational level oopportunities or sharing critical orlimited resources

7. Potential issues arising rom resource availabilityidentied and escalated

8. Evidence o induction planning and activitieswhen joining project teams


accessed





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P3M3 Project Model









PjM3 - Resource Management Level 4DescriptionResource management or projects is considered at astrategic level within the organization.

There is evidence o resource capacity management,through capacity planning, in order to meet projectdelivery needs.

Specifc Attributes1. Resource utilization and eciency is tracked

and measured

2. Training and mentoring ocused on perormanceimprovement rather than qualications

3. Minimal dependence on key individuals,with resource risks managed using dened

response plans

4. Active leveraging o supply chain to optimizeresource utilization between internal andexternal resource pools

5. Central resource management tools in place,maintained and supporting projects

6. Resource availability and utilization quantitativelymeasured

7. Senior management attempting to understandbusiness demand or project resources and,

through orecasts, attempting to infuencedemand and prioritize projects

8. Induction and extraction plans or individualsjoining and leaving project teams

Generic Attributes1. Inormation is current and extensively reerencedor better decision-making









PjM3 - Resource Management Level 5DescriptionResources are deployed optimally. There is clearevidence o load balancing and the eective use oboth internal and external resources across projects.


Specifc Attributes1. Active strategies or development o internal

capacity and capability2. The organization will have an explicit policy or

improving its technical capability and will haveimprovement plans that recognize businessdemands and constraints

3. Flexible resource availability and movementbetween projects, programmes and operations

4. Resource allocation based on resource availabilityand competency requirements across projects

5. Project managers have an understanding obusiness processes and objectives and are able

to ensure that project resources are sucientlyocused on business needs


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P3M3 Project Model

6. Senior management ownership o capabilitybuilding and associated risks

7. Active supply chain collaboration to deploy and

utilize optimal set o skills in projects












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p3m3 project model

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