p3m3 assessment choices: registered consultant or self-assessment?
Post on 06-May-2015
632 Views
Preview:
DESCRIPTION
TRANSCRIPT
www.apmg-international.com
APMG-International Webinar
Portfolio, Programme & Project Management Maturity Model (P3M3®) Assessment Choices:
APMG Registered Consultant led assessment or self-assessment
But which is right for your organization and when?
Wednesday 18 September 2013 / 12:00 AEST (Canberra, Australia)
Presented by:Lawrie Kirk, UXC Consulting
Warren Jolly, QinetiQ Consulting
www.APMG-International.com
Agenda• Welcome & introduction
– Mark Croxford, Business Development Manager – AustralasiaAPMG-International
• Portfolio, Programme & Project Management Maturity Model (P3M3®) Assessment Choices:APMG Registered Consultant led assessment or self-assessment.But which is right for your organization and when?– Lawrie Kirk, UXC Consulting
– Warren Jolly, QinetiQ Consulting
• Q&A
• More Information
• Close
About APMG-International
• Accredit training and consulting organizations & manage certification schemes for professionals
• International presence in 13 countries• Extensive suite of professional development products leading to more
than 80 world-class qualifications• Publications, courseware and methodologies are translated in up to 23
languages• 350+ Accredit training (ATO) and consulting (ACO) organizations with
1800+ approved trainers and consultants• Certify examination candidates; 18,000+ exams per month• Full details at www.APMG-International.com
Your Presenters
• Lawrie Kirk– Registered PPM and PRINCE2® Consultant (and trainer)– Accredited P3M3 assessor, alpha reviewer in current P3M3 refresh– National Practice Lead for Project and Program Services, UXC
Consulting
• Warren Jolly– Practitioner: PRINCE2® and Foundation: MSP ® – Certified Practicing Project Director (AIPM)– Executive Master of Business – Complex Project Management (QUT)– Land Portfolio Lead – QinetiQ Consulting Services, QinetiQ Australia
Approaches used in a Reg Con led assessment 1. Proposal request from client• APMG certification ?• APMG guidance on numbers of projects and
programmes, provided as groupings• Mandatory roles and minimum numbers• Allows ACO to select Reg Cons with suitable skills
Advantages to client: Quality assurance Repeatable process Assists in review of the quotations Often ensures Senior Management involvement
Image © 2013 Microsoft Corporation.
Approaches used in a Reg Con led assessment 2. Assess the organisation
• Context for the assessment
• Existing process and documentation review
• Creation of an assessment sponsoring group
• Staff briefings
Advantages to client: Questions in interviews are appropriate Briefings improve awareness of what is
organisation maturity Assessment sponsoring group provides
basis for overseeing implementation of recommendations Images © 2013 Microsoft Corporation.
Approaches used in a Reg Con led assessment 3. Interviews
• One on one
• Confidential
• Not attributed
• One or two consultants
• Guided by the published models
Advantages to client: Attributes guide discussion Anonymity Publically assessable references
GENERIC ATTRIBUTESRoles and responsibilities, experience, capability development, planning and estimating,
information and documentation, scrutiny and review
Source: Adapted from OGC 2010, Portfolio, Programme and Project Management Maturity Model (P3M3®) Introduction and Guide to P3M3®, p7
Image http://www.bob-baker.com/self-publish-book/confidential.jpg
Approaches used in a Reg Con led assessment
4. Assessment validation
• Compare results with evidence (guided by the APMG Assessment Tool)
• Do the scores relate to the actual performance?
• Creation of a holistic view
Advantages to client: Independence of the assessment Assessment draws on other experience of
the assessor(s) Can highlight trends that were not
apparentImages © 2013 Microsoft Corporation.
Approaches used in a Reg Con led assessment
5. Reporting the observations
• Are the observations accurate ?
• Are the recommendations practical ?
• Can the levels be substantiated?
• Has anonymity been maintained?
Advantages to client: Assessment report should be a reference
for the Capability Improvement Plan Observations lead into practical
recommendations Able to baseline trends
Image © 2013 Microsoft Corporation.
Approaches used in a Reg Con led assessment 6. The final presentation
• Presentation to the sponsoring group
• Presentation to the Executive
• Presentation to interviewees
• Relate recommendations and maturity to the Capability Improvement Plan (developed or revised by the Reg Con)
Advantages to client: Reinforces independence of advice Advice able to be supported by evidence Links Portfolio, programme and project
recommendationsImage © 2013 Microsoft Corporation.
Follow on advice....
“ But how am I able to know whether a large project is over or under investing in one or more of the
perspectives outlined in the P3M3 assessment?”
THE APMG Maturity Index
Only available to ACOs and Reg Cons..• How does my maturity compare with similar organizations in my industry and
geography? • What is the right level of maturity for my organization to handle the challenges it faces
without unnecessary investment? • What are the priority areas for improvements where investment should provide the
greatest return and value for money without increasing bureaucracy and costs? • How can we identify projects outside the norm that require different levels of controls?
Summary
• Reg Cons provide quality assured expertise• Independence of advice• Confidentiality • Gathering of qualitative data• Process is quality assured and repeatable
Scope
• Answer by example• Proposal - why• Assessment Context• Interviews• Validation• Observations & Report• Final Presentation
Proposal• Conduct an assessment of the current level of
programme management maturity• Report on the findings• Provide an outline capability implementation
plan to increase the level of maturity of the programme
• Provide evidence to support a business case for the development of a PMO that dodges the ‘Rolls Royce solution’ label.
Context-‘Cracking the Complexity Code’The McKinsey Quarterly 2007 Number 2
• Institutional Complexity– Consequence of number of nodes & interactions– Stems from strategic choices and external context– Grows as an organisation adds units or increases the
number or diversity of interactions• Individual Complexity
– The way employees and managers experience and deal with complexity
– ‘How hard it is to get things done around here’
Context-‘Cracking the Complexity Code’The McKinsey Quarterly 2007 Number 2
• If focus of managing complexity is to be targeting institutional complexity it can destroy value
• Better to focus on identifying and reducing the degree of individual complexity by making detailed organisational and operating model choices including:– Clarifying roles– Refining key processes– Developing appropriate skills and capabilities among
those beset by complexity• This creates the ‘room’ to deal with and indeed increase
institutional complexity
Assessment Context - Mentoring: L. Kirk
IndividualComplexity
InstitutionalComplexity
PMO
Application of mixedmethodology
diagnosticinstruments
Leads clarification ofroles and
responsibilities,refines key processes
and developsappropriate skills and
capabilities amongemployees and
managers confrontingEMERGENTprogrammecomplexity
The level of individualcomplexity REDUCESas clarified roles andresponsibilities are
adopted by employeesand managers with
enhanced skill sets inan environment withan increased level ofsystem and process
integration.
An INCREASE in thecapacity and
capability to moreeffectively manage
the institutionalcomplexity developsas a result of boththe planned and
emergent change ledby the PMO.
PMO OperatingModel
determined andapproved
LEARNING LOOP
STEP 1-IMPLEMENTRESEARCHMETHODOLOGIES
STEP 2-REVIEWFINDINGS
STEP 3-CONFIRMSUGGESTIONS FOR OP IMPROVEMENTS
STEP 4-CONFIRMIMPROVEMENTTARGETS
STEP 5-IMPLEMENTOUTLINE MATURITYIMPROVEMENTIMPLEMENTATIONPLAN
STEP5-REVIEW & LEARNP3M3 ASSESSMENTREVIEW IMPROVEMENTSINCORPORATE LEARNINGSSRESET TARGETSRECOMMENCE CYCLE
Interviews
• Introductory Information Sheet• Semi-structured interviews
– ‘What is your story?’ • Structured Interviews
– OGC P3M3 Self Assessment Instrument• Snowball Sampling• No workshops, no group work
– Too busy, asked to refrain from
Validation
• Multi-methodology• Desktop Research
– Project Board Minutes– Consultant Report – Formation of a PMO (2008)– Risk Registers
• Observation - Ethnography– Program Office (Field Diary)– Project Board Meeting (Field Diary)
Observations & Report‘Cracking the Complexity Code’• Organisational Design
– The lack of clarity of responsibilities and accountabilities in the current organisational design contributes to a lack of discipline within essential programme management processes.
• Misaligned Processes– The current programme processes and systems are insufficiently
integrated to enable effective management of the inherent number of nodes and interactions.
Weak Capabilities– Current incremental approach to the implementation of a PMO will
constrain its capacity to provide integrated processes, systems and support services necessary for it to lead programme management maturity improvements.
Final Report – ‘aha’ moments• Individual vs Institutional Complexity• Evidence to support the current rating• Appoint a PM to ‘drive’ PMO formation• Internal stakeholder engagement:• Establish a ‘battle rhythm’• Benefits realisation for program• Systemic approach to risk assessment• Feedback – “This is much more useful than the
‘band-aids’ I was expecting!”
Final Report - Prioritised ActionsSUSTAINED ACTIONS
PMO development, assessment andimprovement in alignment with MSPsuggested roles and structures.Development of a Benefits RealisationPlan to inform transition of programmeoutcomes to sustainment.Develop and implement a stakeholderengagement strategy.Broaden risk management approach toensure a systemic knowledge of riskacross the programme.Conduct skills enhancement training innew roles and accountabilities.Ensure PMO culture is one of serviceand integration, NOT assurance andtask forwarding.
IMMEDIATE ACTIONS
Continue with Managing SuccessfulProgrammes (MSP) training for keyprogramme and PMO staff.Seek approval from Division Head tofurther develop the PMO.Appoint a Project Manager to drivethe establishment of thePMO.Develop and deliver 'VisionStatement' to programme in regardsto PMO development.Clarify programme outcomes soughtby customer/senior user.Work towards increased unity in costmodeling assumptions.Introduce PMO communications'battle rhythm'.Continue risk management processintegration efforts.Continue work on clarification ofindividual roles and accountabilitiesfor the PMO.
Final Report – ‘Road Ahead’CONTRIBUTORSTO INDIVIDUAL
COMPLEXITY
P3M3PROCESS
PERSPECTIVE
CURRENTMATURITY
LEVEL
FIRSTTARGET
MATURITYLEVEL
IMMEDIATEACTION
SUSTAINED ACTION
ORGANISATIONDESIGN
MISALIGNEDPROCESSES
WEAKCAPABILITIES
ManagementControl
1 3Continue MSP
trainingPMO development
Seek approval forPMO development
Spread the PMO'vision'
BenefitsManagement
3Clarify programme
outcomes withcustomer
Develop benefitsrealisation plan
FinancialManagement
3 4
Work towardsincreased unity in
cost modelingassumptions
Work towards beingable to factor in LOT
extension cost planningfor future schedule
changes
StakeholderEngagement
2 3Introduce PMO
communications'battle rhythm'
Develop stakeholderengagement strategy
RiskManagement
2 3Continue
integration efforts
Broaden riskmanagement approach
to be more systemic
OrganisationalGovernance
2 3Appoint PMO
Project managerAlign PMO roles to P3M3
ResourceManagement
2 3
Continue work onclarification of
individual roles andaccountabilities for
PMO
Conduct skillsenhancement training in
new roles andaccountabilities
Ensure PMO culture isone of service andintegration, NOT
assurance and taskforwarding
(the 'mail box')
CONCLUSION
• Self assessment was usefully employed to brief a Senior Executive on the status of their organisation
• Also provided useful measure upon which to base a business case for Org Dev
• Mentoring from a Reg Con played a key role in deriving maximum value from the self assessment
• Self assessment also considered a useful ‘progress measure’ in collaboration with a Reg Con
QUESTIONS & ANSWERS
Upcoming Australasia Events
• Wednesday 2 October @ midday AEST(Canberra – Australia)Webinar | Managing Benefits – Optimizing Return on Investments
Presented by Stephen Jenner & Philip Reidhttp://www.apmg-international.com/en/news-events/webinars/255951.aspx
• Friday 15 NovemberShowcase Event | APMG-International Australasia Showcase
@ Melbourne Convention & Exhibition Centrehttp://www.aus.apmg-showcase.com/
uxcconsulting.com.auaustralia.qinetiq.comapmg-international.com
blog.apmg-international.com
au.linkedin.com/in/lawriekirk
au.linkedin.com/pub/warren-jolly-mbe/23/481/65
au.linkedin.com/in/markcroxford
apmg-international
@MCroxfordAPMG
@APMG-Inter
lawrie.kirk@uxcconsulting.com.au
wsjolly@qinetiq.com.au
mark.croxford@apmg-international.com
http://www.apmg-international.com/en/consulting/what-maturity-model.aspx
top related