Portfolio, Programme and Project (PPP) Management Delivery Departments are always under pressure to deliver the portfolios under their control to the needs of the business. Determining precisely what PPP processes are required to most effectively deliver the portfolio, and where the current blockers are in existing delivery processes is critical in ensuring repeatable and consistent delivery within the portfolio. The PPP processes in place will need to not only support the needs of the projects being delivered today, but also ensure they are aligned to the future needs of the Business and overall IT Strategy to ensure the PPPMD department can continue to efficiently and effectively deliver future delivery needs within the operational constraints of the organisation.
ASE's Approach
ASE's Project Management Maturity Assessment service is comprised of a number of parts, each of which builds upon the other, and which can be delivered as one service or as component parts for the client to then take-on and own.
- Steps 1-2: Determines the organisation's required 'To Be' PPP Management process maturity position, against the current 'As Is' status using P3M3 maturity models or ASEs in-house developed PRINCE2 based Maturity model.
- Step 3: Reviews the resultant gaps for opportunities for improvement, confirming the cost and feasibility of identified gaps against their benefits producing clear business cases for change, an agreed scope of work and high level improvement plan with highest benefit /achievability of change opportunities phased first.
- Steps 4-5: Defines and then manages a project to deliver the improvement plan and handover of improved processes back to BAU owners. One of these improvements could be the implementation of a PM framework through the delivery of the separate PM Framework service.
ASE have developed and used a tailored PRINCE2 Process Maturity Model, to enable a more effective means of identifying specific improvements for organisations using PRINCE2:
| The model breaks the standard PRINCE2
Processes into key sub processes
for assessment: |
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And then has pre-prepared maturity models to define "To Be" and assess "As Is" levels against for each sub process: |
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This model has been proven to rapidly and pragmatically assess both process maturity and delivery execution effectiveness to enable organisations to target the areas most in need of improvement, both in terms of maturity and overall effectiveness of process.
Key Benefits
- Greater efficiency: the review will ensure under-performing and inefficient processes are uncovered and addressed, creating aligned processes enabling greater staff re-deployment and more efficient utilisation in a consistent, but still flexible, delivery environment
- Lower costs: inherently identifying and removing inefficient and inconsistent processes will reduce long terms costs associated with delivering projects
- Better quality outcomes: quality of deliverables will improve where all stakeholders and suppliers deliver consistently to clearly stated and agreed processes. In addition confirming process standards expected will also allow for a clear baseline for Delivery Assurance teams to track to going forward
- Improved stakeholder satisfaction: as stakeholders are actively engaged in the process they can actively help target the processes causing greatest concern and align on new process needs ensuring buy-in and ownership to the newly established processes
- Improved staff morale: targeting and removing processes that are failing will help staff to deliver effectively and ensure greater job satisfaction with inefficient and unproductive processes addressed.
- The process is a proven assessment approach that has been used to assess all IT Operations Processes and develop integrated processes culminating in a newly optimised Delivery “Lifecycle” Framework.
Read more in the case study: Improving Portfolio, Programme and Project Delivery Management