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PRINCE2

Maturity Model (P2MM)

Procurement |Programmes & ProjectsVersion 2.1

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PRINCE2Maturity Model (P2MM)

Contents

Acknowledgements 3

Introduction 4

P2MM Structure 9

PRINCE2 Maturity Model 13

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Acknowledgements

Author of PRINCE2 Maturity ModelGraham Williams GSW Consultancy Limited

ReviewerAlan Harpham The APM Group Ltd (Project Executive)

The PRINCE2 Maturity Model is derived from thePortfolio, Programme and Project ManagementMaturity Model (P3M3TM) and accordingly the authorwould like to acknowledge the significant work doneby those involved in the development of the P3M3.In particular:

Authoring Team of P3M3Rod Sowden Aspire Europe

David Hinley Enodatum

Steve Clarke Onemind Management

Editor of P3M3Sean Redmond

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1. Introduction

The PRINCE2 Maturity Model (P2MM) is a standardwhich provides a framework with which organizationscan assess their current adoption of the PRINCE2project management method and put in placeimprovement plans with measurable outcomes basedon industry best practice.

P2MM is derived from the Portfolio, Programme andProject Management Maturity Model (P3M3), andthis document should be read in conjunction withthe P3M3. The P2MM can be used by organizationsthat have adopted PRINCE2 as the basis for their

project management method, in place of the ProjectManagement Maturity Model (PjMM) that forms partof the P3M3.

BackgroundThe Office of Government Commerce (OGC), ownerof P3M3 and P2MM, is an office of Her MajestysTreasury within the UK government and is responsiblefor improving value for money by driving up standardsand capability in public sector procurement. Itachieves this through policy and process guidance,helping organizations to improve their efficiency and

deliver successfully.This is the second version of P2MM the first waspublished in April 2004. The new version takes intoaccount the improvements made to P3M3 and alsoreflects the 2009 edition of the PRINCE2 method.It is fully compatible with the earlier version, soorganizations that have already undertaken P2MMassessments based on the first version will see theimpact of their existing improvement plans reflectedin future assessments made under the revised model.It has been identified as version 2.1 to align with thelatest version of P3M3.

Overview of P2MMThe PRINCE2 Maturity Model uses the same structureas the P3M3 from which it is derived, using:

A five-level maturity framework to characterise thelevels of organizational maturitySeven process perspectives covering key aspects oforganization-wide project managementSpecific and generic attributes for each level ofmaturity within each of the process perspectives.

Maturity LevelsThe five Maturity Levels are:

Level 1 awareness of processLevel 2 repeatable processLevel 3 defined processLevel 4 managed processLevel 5 optimized process

These levels comprise the structural componentsof both P3M3 and P2MM, and are characterizedas shown in table 1. This table compares the

characteristics of the P2MM with those of the ProjectManagement Maturity Model (PjMM).

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Maturity Level

Level 1

awarenessof process

Level 2 repeatableprocess

Level 3

definedprocess

Level 4 managedprocess

Level 5

optimizedprocess

PRINCE2

Does the organization recognize projects

and run them differently from its ongoingbusiness? (Projects may be run informallywith no standard process or tracking system.)

Has the organization adopted PRINCE2but allowed the method to be appliedinconsistently across projects withinthe organization?

Has the organization adopted PRINCE2 and

embedded it to align to other organizationalprocesses, and can PRINCE2 be tailored to suitindividual projects?

Does the organization obtain and retainspecific measurements on its PRINCE2 projectmanagement performance and run a quality

management organization to better predictfuture performance?

Does the organization undertake continuous

process improvement with proactive problemand technology management for PRINCE2projects in order to improve its ability to

depict performance over time and

optimize processes?

Project Management

Does the organization recognize projects andrun them differently from its ongoing business?(Projects may be run informally with no standard

process or tracking system.)

Does the organization ensure that each project

is run with its own processes and proceduresto a minimum specified standard? (Theremay be limited consistency or coordinationbetween projects.)

Does the organization have its own centrallycontrolled project processes and can individual

projects flex within these processes to suit theparticular project?

Does the organization obtain and retain specific

measurements on its project managementperformance and run a quality managementorganization to better predict future

performance?

Does the organization undertake continuousprocess improvement with proactive problem

and technology management for projects inorder to improve its ability to depict performanceover time and optimize processes?

Table 1 Maturity Levels

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Figure 1 Example assessment of Process Perspectives

ManagementControl

Level 1

Level 2

Level 3

BenefitsManagement

Level 1

Level 2

FinancialManagement

Level 1

Level 2

Level 3

StakeholderEngagement

Level 1

Level 2

RiskManagement

Level 1

Level 2

Level 3

Level 4

OrganizationalGovernance

Level 1

Level 2

Level 3

ResourceManagement

Level 1

Level 2

Level 3

Level 4

Process PerspectivesP2MM focuses on the following seven ProcessPerspectives, which can be assessed at all five

Maturity Levels.Management ControlBenefits ManagementFinancial ManagementStakeholder EngagementRisk ManagementOrganizational GovernanceResource Management

AttributesEmbedded within the Process Perspectives are anumber of attributes. Specific Attributes relate only

to a particular Process Perspective. Generic Attributesare common to all Process Perspectives at a givenMaturity Level, and include planning, informationmanagement, and training and development.

Most organizations have strengths in some areas butnot in others. P2MM is designed to acknowledgethese strengths as well as highlighting weaknesses.Figure 1 illustrates how an organization might beviewed from the Process Perspectives.

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Benefits of using P2MMIt is important for organizations to understandthe optimal level of performance in their quest to

maximize value for money from investment, and tohave a realistic view of what they can achieve. Not allorganizations will be able to reach the highest leveland, for many, the middle levels may be adequate tomeet their business needs and aspirations.

To gain the maximum benefit from using P2MM,performance improvement should be seen as along-term process (Figure 2), although it is possible toachieve short-term performance gains by using P2MMto identify and correct performance weaknesses.

There are a number of reasons why organizationsmight choose to use a maturity model to assess theircurrent performance, such as:

justifying investment in project managementimprovementsgaining recognition of service quality in order tosupport proposalsgaining a better understanding of their strengthsand weaknesses in order to enable improvementto happen.

Organizations that have focused only on training,specific methods or tools, or a governance framework,often wonder why they have not seen the promisedimprovements. P2MM offers a more holistic view ofan organizations performance, using a broad spreadof attributes.

Figure 2 Long-term performance improvement

Level 5

Level 4

Level 3

Level 2

Level 1

Year 1 Year 2 Year 3 Year 4

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Uses of P2MMP2MM can be used in many ways, for example:

to understand the key practices in effective project

management using PRINCE2

to identify the key practices that need to beembedded within an organization for it to achievethe next Maturity Level

to understand and improve an organizationscapability to manage its projects more effectivelyusing PRINCE2

by client organizations, to assess the risks thatmight arise from process capability issues withinservice providers managing their projects

by OGC, user groups and the APM GroupsAccredited Consultancy Organizations as the basisfor developing maturity questionnaires.

Causes of FailureOGC has carried out extensive research into thecommon causes of project failure and how thosecauses actually impact on outcomes. The causes offailure can be grouped into the following categories.

Design and definition failures, where the scopeof the change and the required outcomes and/oroutputs are not clearly defined

Decision-making failures, where there areinadequate levels of sponsorship and commitmentto the change i.e. there is no person in authorityable to resolve issues

Discipline failures, such as weak (or no)arrangements for risk management and an inabilityto manage changes in project requirements

Supplier management failures, such as a lack ofunderstanding of suppliers commercial imperatives,poor management and inappropriate contractualset-ups

People failures, such as disconnection betweenthe programme/project and stakeholders, lack ofownership, and cultural issues.

P2MM AssessmentsOrganizations can obtain a P2MM assessment of theirmaturity either by self-assessment or a formal review.Self-assessment can be done by simply reviewingthe model and assessing the organization using theattributes, or by using OGCs self-assessment toolto gain a better insight. If using the self-assessmenttool you must use the questions relating to Project

Management, as these are consistent with thePRINCE2 Maturity Model. The self-assessment toolcan be found at www.p3m3-officialsite.com.

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As outlined in Chapter 1, P2MM is based on threecore concepts: Maturity Levels, Process Perspectivesand Attributes. This chapter examines each conceptin more detail.

Maturity LevelsThe Maturity Levels enable organizations to identifya process improvement pathway along which theymay choose to travel. This journey should be seen asa long-term strategic commitment rather than a quickfix for immediate tactical problems. Although rapid

short-term improvements can be targeted to achievespecific goals, the real benefits of P2MM comethrough continual process improvement.

The five-level hierarchy of P2MM does not implythat every organization should aim for, or needs toachieve, Level 5. Each organization should decidewhich Maturity Level would be optimal for itsparticular business needs at a given time. The highest-level certificate awarded by the APM Group to dateis Level 3.

The following sections summarize the characteristicsof each of the five Maturity Levels. Achievements at a

given level must be maintained and improved upon inorder to move up to the next level.

Level 1 awareness of processProcesses are not usually documented. There areno, or only a few, process descriptions. They willgenerally be acknowledged, in that managers mayhave some recognition of the necessary activities, butactual practice is determined by events or individualpreferences, and is highly subjective and variable.Processes are therefore undeveloped, althoughthere may be a general commitment to process

development in the future.

Undeveloped or incomplete processes mean thatthe necessary activities for better practice are eithernot performed at all or are only partially performed.There will be little, if any, guidance or supportingdocumentation, and even terminology may not bestandardized across the organization e.g. businesscase, risk, issues, etc. may not be interpreted in thesame way by all managers and team members.

Level 1 organizations may have achieved a number ofsuccessful projects, but these are often based on keyindividuals competencies rather than organization-wide knowledge and capability. In addition, suchsuccesses are often achieved with budget and/orschedule overruns and, due to the lack of formality,

Level 1 organizations often over-commit themselves,abandon processes during a crisis, and are unableto repeat past successes consistently. There is verylittle planning and executive buy-in, and processacceptance is limited.

Level 2 repeatable processThe organization will be able to demonstrate,by reference to particular projects, that basicmanagement practices have been established e.g. tracking expenditure and scheduling resources

and that processes are developing. There are keyindividuals who can demonstrate a successful trackrecord and that, through them, the organization iscapable of repeating earlier successes in the future.

Process discipline is unlikely to be rigorous but, whereit does exist, projects are performed and managedaccording to their documented plans, e.g. projectstatus and delivery will be visible to management atdefined points, such as at the end of each stage.

Top management will be taking the lead on a numberof the projects but there may be inconsistency in thelevels of engagement and performance.

Basic generic training in PRINCE2 and other aspectsof project management is likely to have been deliveredto key staff.

There is still a significant risk of exceeding costand time estimates. Key factors that may havepreconditioned the organization to experiencedifficulties or failure include: inadequate measuresof success; unclear responsibilities for achievement;ambiguity and inconsistency in business objectives;lack of fully integrated risk management; limitedexperience in change management; and inadequacies

in communications strategy.

Level 3 defined processThe organizations adoption of PRINCE2 will bedocumented, standardized and integrated to someextent with other business processes. There is likelyto be PRINCE2 ownership and an established groupwith responsibility for maintaining consistency andimprovement of the use of PRINCE2 across theorganization. Such improvements will be plannedand controlled, perhaps based on assessments, withplanned development and suitable resources beingcommitted to ensure that they are coordinated acrossthe organization.

2. P2MM Structure

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Top management are engaged consistently andprovide active and informed support.

There is likely to be an established training programme

to develop the skills and knowledge of individualsso they can more readily perform their designatedroles. A key aspect of quality management will be thewidespread use of peer reviews of identified products,to better understand how the PRINCE2 managementprocesses can be improved and thereby eliminatepossible weaknesses.

A key distinction between Level 2 and Level 3 isthe clear adoption of PRINCE2 as the organizationsproject management method. This enablesprocesses to be managed more proactively using anunderstanding of the interrelationships and measuresof the process and management products. PRINCE2can be tailored to suit specific project circumstances,in accordance with guidelines.

Level 4 managed processLevel 4 is characterized by mature behaviour andPRINCE2 processes that are quantitatively managed i.e. controlled using metrics and quantitativetechniques. There will be evidence of quantitativeobjectives for quality and process performance,and these will be used as criteria in managing thePRINCE2 processes. The measurement data collected

will contribute towards the organizations overallperformance measurement framework and willbe imperative in analyzing the organizationsprojects and ascertaining the current capacityand capability constraints.

Top management will be committed, engagedand proactively seeking out innovative ways toachieve goals.

Using process metrics, management can effectivelycontrol the PRINCE2 processes and identify ways toadjust and adapt them to particular initiatives without

loss of quality. Organizations will also benefit throughimproved predictability of process performance.

Level 5 optimized processThe organization will focus on optimization of itsquantitatively managed PRINCE2 processes to takeinto account changing business needs and externalfactors. It will anticipate future capacity demands andcapability requirements to meet delivery challenges.

Top managers are seen as exemplars, reinforcingthe need and potential for capability andperformance improvement.

It will be a learning organization, propagating thelessons learned from past reviews. The organizationsability to rapidly respond to changes and opportunities

will be enhanced by identifying ways to accelerateand share learning.

The knowledge gained by the organization fromits process and product metrics will enable it tounderstand causes of variation and therefore optimizeits performance. The organization will be able to showthat continuous process improvement is being enabledby quantitative feedback from its embedded processesand from validating innovative ideas and technologies.There will be a robust framework addressing issues ofgovernance, organizational controls and performancemanagement. The organization will be able to

demonstrate strong alignment of organizationalobjectives with business plans, and this will becascaded down through scoping, sponsorship,commitment, planning, resource allocation, riskmanagement and benefits realization.

Process PerspectivesThere are seven Process Perspectives within P2MM,defining the key characteristics of a matureorganization. Each perspective describes the processesand practices that should be deployed at a given levelof maturity. As organizations move up through theMaturity Levels, the quality and effectiveness of theprocesses and practices increase correspondingly.This incremental nature of process improvement is akey feature of P2MM.

The following sections outline the seven ProcessPerspectives and give a summary of theircharacteristics.

Management ControlThis covers the internal controls of the project andhow its direction of travel is maintained throughoutits life cycle, with appropriate stages to enable it

to be stopped or redirected by a controlling bodyif necessary.

Management control is characterized by clearevidence of leadership and direction, scope, stagesand review processes during the course of the project.There will be regular Highlight Reports and clearlydefined decision-making processes. There will befull and clear objectives and descriptions of whatthe project will deliver. Projects should have clearlydescribed outputs.

Internal structures will be aligned to achieve thesecharacteristics and the focus of control will be on

achieving them within the tolerances set by corporateor programme management and based on the

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broader organizational requirements. Issues willbe identified and evaluated, and decisions on howto deal with them will be made using a structured

process with appropriate impact assessments.

Benefits ManagementBenefits management is the process that ensures thatthe desired business change outcomes have beenclearly defined, are measurable and are ultimatelyrealized through a structured approach and with fullorganizational ownership.

Benefits should be assessed and approved by theorganizational areas that will deliver them. Benefitdependencies and other requirements will be clearlydefined and understanding gained on how the

outputs of the project will meet those requirements.There should be evidence of suitable classificationof benefits and a holistic view of the implicationsbeing considered. All benefits should be owned,have realization plans and be actively managed toensure that they are achieved. There will be a focuson operational transition, coupled with follow-upactivities to ensure that benefits are being owned andrealized by the organization.

There will be evidence of continual improvementbeing embedded in the way the organizationfunctions. This process will identify opportunities

that can be delivered by projects and also takeownership of the exploitation of capabilitiesdelivered by projects. Change management, andthe complexities this brings, will also be built intothe organizations approach.

Financial ManagementFinance is an essential resource that should be a keyfocus for initiating and controlling projects. Financialmanagement ensures that the likely costs of theproject are captured and evaluated within a formalBusiness Case, and that costs are categorized and

managed over the investment life cycle.There should be evidence of the appropriateinvolvement of the organizations financial functions,with approvals being embedded in the broaderorganizational hierarchy. The Business Case shoulddefine the value of the initiative to the business andcontain a financial appraisal of the possible options.The Business Case will be at the core of decision-making during the projects life cycle, and may belinked to formal review stages and evaluation of thecost and benefits associated with alternative actions.Financial management will schedule the availability of

funds to support the investment decisions.

Stakeholder EngagementStakeholders are key to the success of anyproject. Stakeholders at different levels, both

within and outside the organization, will needto be analyzed and engaged with effectively inorder to achieve objectives in terms of support andengagement. Stakeholder engagement includescommunications planning, the effective identificationand use of different communications channels, andtechniques to enable objectives to be achieved.Stakeholder engagement should be seen as anongoing process across all projects and one thatis inherently linked to the projects life cycle andgovernance controls.

Risk ManagementThis views the way in which the organization managesthreats to, and opportunities presented by, theproject. Risk management maintains a balance offocus on threats and opportunities, with appropriatemanagement actions to minimize or eliminate thelikelihood of any identified threat occurring, or tominimize its impact if it does occur, and to maximizeopportunities. It will look at a variety of risk types thataffect the project, both internal and external, and willfocus on tracking the triggers that create risks.

Responses to risk will be innovative and proactive,using a number of options to minimize threats andmaximise opportunities. The review of risk will beembedded within the projects life cycle and have asupporting procedure and structures to ensure thatthe appropriate levels of rigour are being applied,with evidence of interventions and changes made tomanage risks.

Organizational GovernanceThis looks at how the delivery of projects is alignedto the strategic direction of the organization. Itconsiders how start-up and closure controls areapplied to projects and how alignment is maintained

during an projects life cycle. This differs frommanagement control, which views how control ofinitiatives is maintained internally, as this perspectivelooks at how external factors that impact on initiativesare controlled (where possible, or mitigated if not)and used to maximize the final result. Effectivesponsorship should enable this.

Organizational governance also looks at how arange of other organizational controls are deployedand standards achieved, including legislative andregulatory frameworks. It also considers the levels ofanalysis of stakeholder engagement and how their

requirements are factored into the design and deliveryof outputs and outcomes.

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Resource ManagementResource management covers management of all

types of resources required for delivery. These includehuman resources, buildings, equipment, supplies,information, tools and supporting teams. A keyelement of resource management is the process foracquiring resources and how supply chains are utilizedto maximize effective use of resources. There will beevidence of capacity planning and prioritization toenable effective resource management. This will alsoinclude performance management and exploitationof opportunities for greater utilization. Resourcecapacity considerations will be extended to thecapacity of the operational groups to resource the

implications of change.

AttributesWithin each Process Perspective are a number ofattributes. These are indicators of process andbehavioural maturity. Specific Attributes relate onlyto a particular Process Perspective, while GenericAttributes apply equally to all Process Perspectivesat each of the five Maturity Levels.

Inevitably, organizations will perform well againstsome Process Perspectives and not so well againstothers. Attributes describe the intended profile of

each Process Perspective at each Maturity Level,and the topics, processes and practices covered willchange and build as the Maturity Level changes.

ConclusionThe structure of P2MM allows organizations to see asnapshot of where they are now with respect to anyof the Process Perspectives in their PRINCE2 projectmanagement capabilities. This, along with knowledgeof where the organization needs or wants to be inthe future, provides the basis for an improvement planto be devised and for progress towards the target to

be tracked.The remaining chapter looks at the PRINCE2 MaturityModel in more detail.

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This model is based on the 2009 edition of OGCsPRINCE2 publications, along with experience gainedfrom the Project Management Maturity Model andthe original version of P3M3.

Definition of PRINCE2 Project ManagementPRINCE2 defines a project as a temporary organizationthat is created for the purpose of delivering oneor more business products according to an agreedBusiness Case.

Project management is the planning, delegating,

monitoring and control of all aspects of the project,and the motivation of those involved, to achieve theproject objectives within the expected performancetargets for time, cost, quality, scope benefits and risk.

Characteristics of PRINCE2 project managementThere are a number of characteristics of project workthat distinguish it from business as usual. These canbe summarized as:

Change. Projects are the means by which weintroduce change

Temporary. As the definition above states, projectsare temporary in nature. Once the desired changehas been implemented, business as usual resumes(in its new form) and the need for the project isremoved. Projects should have a defined start and adefined end

Cross-functional. Projects involve a team ofpeople with different skills working together (ona temporary basis) to introduce a change that willimpact upon others outside of the team. Projectsoften cross the normal functional divisions withinan organization and sometimes span entirely

different organizations. This frequently causesstresses and strains both within and betweenorganizations, for example, between customersand suppliers. Each has a different perspective andmotivation for getting involved in the change

Unique. Every project is unique. An organizationmay undertake many similar projects, and establisha familiar, proven pattern of project activity, buteach one will be unique in some way: a differentteam, a different customer, a different location. Allthese factors combine to make every project unique

Uncertainty. Clearly, the characteristics already listedwill introduce threats and opportunities over andabove those typically encountered in the course ofbusiness as usual. Projects are more risky.

Furthermore, a PRINCE2 project displays evidence ofthe principles on which PRINCE2 is based. These sevenprinciples can be summarized as follows:

Continued business justification. A PRINCE2 projecthas continued business justification

Learn from experience. PRINCE2 project teamslearn from previous experience: lessons are sought,recorded and acted upon throughout the life ofthe project

Defined roles and responsibilities. A PRINCE2

project has defined and agreed roles andresponsibilities within an organization structurethat engages the business, user and supplierstakeholder interests

Manage by stages. A PRINCE2 project is planned,monitored and controlled on a stage-by-stage basis

Manage by exception. A PRINCE2 project hasdefined tolerances for each project objective toestablish limits of delegated authority

Focus on products. A PRINCE2 project focuses onthe definition and delivery of products, in particular

their quality requirements

Tailor to suit the project environment. PRINCE2is tailored to suit the projects environment, size,complexity, importance, capability and risk.

Attributes of PRINCE2 Project ManagementThe following sections set out the attributes for eachof the seven Process Perspectives within the PRINCE2Maturity Model at each of the five Maturity Levels,along with a description of each attribute.

3. PRINCE2 Maturity Model

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P2MM - Management Control Level 1DescriptionPRINCE2 project management terminology is

used by some members of the organization butnot consistently and possibly not understood byall stakeholders.

Projects will be conducted and managed accordingto individual preferences.

Specific Attributes1. Some projects recognized using some aspects

of PRINCE2, and some specific performancetargets for time and cost, but with poorlydefined end-point

2. Ad hoc configuration management procedure

3. Some projects may have a person designated toundertake the Project Manager role

4. Some projects will be subject to somerudimentary management activities, such asproject level planning, and recognition of keyproducts, activities and resources undertakingthose activities

5. Project Initiation Documentation is either poorlydocumented or non-existent

6. Some projects may be considered to have been

a success through the use of PRINCE2, but thereis little on which to build and reduce the risk fornew projects

Generic Attributes1. Training provision is uncoordinated, with little

or no knowledge sharing

2. Key individuals lack experience

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

4. Some information available but is outdated,

unstructured and dispersed

5. Limited, if any, formal checking or review

6. Plans, if any, are conceptual or merely sequencesof events with rough timescales

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

P2MM - Management Control Level 2DescriptionThe concepts of project management will have been

grasped by the organization, and there may belocal experts, such as experienced PRINCE2 projectmanagers, working on key projects.

Specific Attributes1. Evidence of PRINCE2 being used to facilitate

planning and in change management, but notconsistent across the organization

2. Issues resolved locally with little consultationwith other areas

3. Some use of an issue and change controlprocedure, but only at local level

4. Use of Checkpoint, Highlight and ExceptionReports may be sufficiently robust to provideadequate visibility of actual project progress andenable effective action to be taken if projectperformance deviates significantly from agreedtolerances for time and cost

5. Work may be ongoing to establish anorganization-wide project managementapproach based on PRINCE2, supported bydocument templates, tools and techniques, butit is yet to be established

6. Key management products recognizedthroughout project life cycle

7. Each project uses PRINCE2 but in different ways.A standardized approach to PRINCE2 not yetadopted across entire organization

8. Little impact assessment on business operationsprior to handover of products to the operationand maintenance environment

9. Tool and method selection may be localized

10. Localized information structures with some

information sharing between teams

11. Local configuration management arrangementsdefined, perhaps with file-naming conventionsand local storage arrangements

Generic Attributes1. Localized information structures, with some


2. Focus on documentation during start-up anddefinition, but not maintained over initiativeslife cycle

3. Limited localized information controls, with noformal release management arrangements

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P2MM - Management Control Level 4DescriptionPRINCE2 project management is seen as a key tool for

the delivery mechanism of change.Within the project environment the focus is onimprovement of delivery through measurement andanalysis of performance.

Specific Attributes1. Evidence of PRINCE2 projects being stopped

or diverted to gain better alignment withother initiatives and optimize projectdelivery environment

2. Knowledge management is a central functionand is used to help improve performance

3. Succession plans for key roles

4. Development plans for all team members

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

6. Project Boards show high degree of engagementand active decision-making to improve delivery

7. The organization routinely collects performancedata from PRINCE2 projects and uses it tocharacterize process capability

8. Inter-project dependencies actively managed

9. Projects maintain business focus and alignmentthrough the Executive role on the Project Board,who is fully conversant with PRINCE2

10. Highlight Reports used to inform managementon risk and provide assurance that projects areon track towards desired outcome

11. Project Boards have appropriate business, user,and supplier representation, including supplychain, where appropriate

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

13. Project reviews, such as end stage assessmentsand benefit reviews, centrally managed andconducted at appropriate value assurance points

14. Configuration items stored in secure repository,with access by those with appropriate clearance

15. Dynamic configuration management system withconfiguration audits and audit trails, and abilityto revert to earlier baselines and releases

16. Controls on entry into, and exit from,configuration management system

Generic Attributes1. Information is current and extensively referenced

for better decision-making

2. Trend analysis and measurement undertakenon performance information to identifyimprovement opportunities

3. Knowledge management is a central functionand is used to help improve performanceand planning

4. Reviews focus on opportunities to improve aswell as compliance

5. Plans kept up to date, with the applicationof sophisticated planning techniques andrecognition of interdependencies

6. Extensive training is provided, focusing onpersonal development and performanceimprovement.

7. Evidence of interventions to avoid conflicts andtake advantage of opportunities

8. Mentoring and individual development is usedto improve organizational performance

9. Succession plans exist for key roles

P2MM - Management Control Level 5DescriptionManagement controls ensure that the PRINCE2project approach delivers the change objectives ofthe organization.

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

Specific Attributes1. Underlying causes of project issues and

recognized problems are identified as lessons

learned or follow-on action recommendations,and changes implemented to minimizerecurrence in future projects

2. Common causes of product defects and processnon-compliance analyzed and action taken toprevent recurrence

3. Objective achievement by projects reviewed bythe organization and lessons learned fed intoother projects

4. Guidance available to Project Managers andteams routinely reviewed and updated to reflect

indicators from previous experience

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5. Established sizing measures and complexityindicators for projects used to adjust riskprofile and signal requisite level of control to

be applied through the tailoring of PRINCE2to the project environment

6. Overarching timetable of project plans, reviewedby Executive Board

7. Configuration management embeddedin all activities, with extensive consultationand consideration

8. Referencing and storage systems integrated withorganizational approaches

Generic Attributes

1. Information is valued, with continualmaintenance and reference

2. Evidence of extensive intelligence-gatheringprocesses, with information disseminatedthrough a variety of channels

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

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

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

6. Estimations are accurate and used effectively toensure delivery

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

8. Knowledge transfer is an inherent behaviourwithin the organization

9. Skills embedded into organizational leadershipand management development programmes

P2MM - Benefits Management Level 1DescriptionThere is some recognition that the concept of benefitscan be differentiated from project outputs.

Specific Attributes1. Outcomes defined in terms of features and

results rather than measurable performanceimprovement

2. Benefits seen as justification rather than coreelement of projects delivery

3. Little or no recognition of how benefits are to bemanaged and realized

Generic Attributes1. Training provision is uncoordinated, with little or

no knowledge sharing



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




P2MM - Benefits Management Level 2DescriptionBenefits are recognized as an element within projectBusiness Cases. There may be a Benefits Review Plandocumenting who is responsible for particular benefitsand their realization, but this is unlikely to be followedthrough or consistent.

Specific Attributes1. Evidence in some projects of understanding

of differences between products, outputsand outcomes

2. Responsibility for benefits may be assignedwithin some project Business Cases but outsideproject management team

3. Role of project Executive and Senior User inbenefits management and realization may bearticulated in some projects

4. May be some benefit measurement criteria

5. Different areas manage and account for benefitsin different ways

6. Post-project reviews focused on projectactivities and products rather thanachievement of benefits




3. Limited localized information controls, with no

formal release management arrangements

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

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

6. Local sharing of knowledge may exist butmostly ad hoc

7. Key individuals may have practical deliveryexperience and track record

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

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

10. Planning seen as activity tracking rather thanproactive/forecasting

11. Estimation is more guesstimation and doesnot use standard techniques

P2MM - Benefits Management Level 3DescriptionThere is a centrally managed and consistentframework for defining and tracking the realization ofbenefits arising from project outputs.

Specific Attributes1. Measures of project success are becoming

defined and explicit

2. Common approach and procedures that ensureconsistency across all projects in relation tobenefits measurement and realization

3. Benefits management procedure describedwithin project Benefits Review Plan

4. Changes to project considered against impacton benefits

5. Common set of tools and templates used for

benefits management activities, includingtheir detailed description within the BenefitsReview Plan

6. Business Case and Benefits Review Plan storedcentrally and subject to issue and changecontrol procedure

7. Detailed statements explaining how benefits willbe achieved from project products

8. Benefits calculated in financial terms againstcentrally managed assessment criteria

9. Clear responsibilities for benefits realization citedin Business Cases and Benefits Review Plans

10. Post-project benefit reviews used to reportformally on outcomes and benefit realization

Generic Attributes1. Information has a refresh cycle or is regularly

accessed

2. Organization-wide information standards onconfidentiality, availability and integrity

3. Formal information release managementprocedures

4. Independent reviews take place

5. Scrutiny largely for compliance reasons,identifying failures rather than opportunitiesfor improvement

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

7. Plan development takes into account a rangeof relevant factors

8. Evidence of effective estimating techniques

9. Dependencies are identified, tracked andmanaged effectively

10. Training is focused on the organizationsapproaches and raising competence ofindividuals in specific roles

11. Forums exist for sharing organizationalexperience to improve individual and

organizational performance

12. Centrally managed role definitions andsets of competencies defined and usedto support appointments

P2MM - Benefits Management Level 4DescriptionBenefits management is embedded within thePRINCE2 approach and there is a focus on delivery ofbusiness performance from project outputs. Projectperformance metrics are collected and analyzed.

Specific Attributes1. Procedures in place to identify and resolve

double counting of benefits

2. Benefits defined at programme level and may becascaded down to projects

3. Benefit reviews undertaken regularly and actiontaken to leverage opportunities

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

5. Common, performance-based benefitsmeasurement and assessment mechanismsin place

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6. Clear and active ownership of plans to improveperformance from project outputs

7. Procedures for management of benefits

realization owned, reviewed and being improved

8. The organization ensures that claimed benefitsare realistic and endorsed by the projectExecutive and Senior User







6. Extensive training is provided, focusing onpersonal development and performanceimprovement

7. Evidence of interventions to avoid conflictsand take advantage of opportunities



P2MM - Benefits Management Level 5DescriptionBenefits management is embedded within theorganizational approach to change and is assessed as

part of the development of organizational strategy.

Business performance metrics are linked to, andunderpin, the recognition of benefits realization.There is evidence of continual improvement.

Specific Attributes1. Clear links between strategic decision-making

and benefits realization

2. Evidence of development and innovationof techniques based on experience ofrealizing a variety of benefits in several

different environments3. Active management of opportunities to enhance

benefits realization

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

5. Strategic priorities affect benefit measures (e.g.

changes to strategic Key Performance Indicatorsare filtered down into projects)

6. Post-project benefit reviews studied, trendsestablished, and lessons learned fed backinto benefits realization planning and othermanagement activities

Generic Attributes1. Information is valued, with continual

maintenance and reference

2. Evidence of extensive intelligence-gathering

processes, with information disseminatedthrough a variety of channels








P2MM - Financial Management Level 1DescriptionThere is little or no financial control at project level.

There is a lack of accountability and monitoring ofproject expenditure.

Specific Attributes1. Projects poorly defined and difficulties

experienced in setting realistic budgets

2. No procedure for projects to bid for funds

3. Projects lack control mechanisms to track costsand project expenditure

4. Little formal project investment appraisal,with formal Business Cases rarely submitted

and monitored

5. Operational input costs assumed and notaccounted for

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P2MM - Financial Management Level 2DescriptionProject Business Cases are produced in various formsand the better and more formal cases will presentthe rationale on which to obtain organizationalcommitment to the project. Overall cost of the projectis not monitored or fully accounted for.

Specific Attributes1. Project Business Case approval procedures at

local level only

2. Some projects have Business Cases andthere is occasional reporting of progressand costs incurred

3. Some project Business Cases contain morethan one option to justify the design intent orpreferred solution

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

5. Budgets for funding changes as well as projectoutputs not included in Business Cases







6. Local sharing of knowledge may exist but mostlyad hoc






P2MM - Financial Management Level 3DescriptionThere are centrally established standards for thepreparation of Business Cases and processes for theirmanagement throughout the project life cycle.

Project managers monitor costs and expenditure

in accordance with organizational guidelines andprocedures, with defined interfaces with otherfinancial functions within the organization.

Specific Attributes1. Standardized approach to project Business Case

development based on the PRINCE2 approach tothe Business Case

2. Business Cases approved centrally, makingbudget limitations explicit

3. Issues and risks assessed in financial terms

4. Guidelines exist on costs to be included in orexcluded from budgets, for example for thechange and risk budgets

5. Projects have distinct budgets and expenditureagainst budget is tracked and reported on inCheckpoint, Highlight and End Stage Reports

6. Clearly defined authorities for expenditure levels,with cost and expenditure reported on usingagreed templates or pro-forma reports

7. Contract placement using professionalprocurement support to ensure best value

for money

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8. Standard financial estimation and valuefor money techniques deployed consistentlyacross projects

9. Business Cases reviewed at end stageassessments and actions taken to put projectsback on track

10. Evidence of operational and/or maintenancesign-off for any additional costs imposedby project

11. Capital and revenue costs accountedfor differently

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


accessed




5. Scrutiny largely for compliance reasons,identifying failures rather than opportunities

for improvement





10. Training is focused on the organizationsapproaches and raising competence of

individuals in specific roles

11. Forums exist for sharing organizationalexperience to improve individual andorganizational performance


P2MM - Financial Management Level 4DescriptionThe organization is able to prioritize investment

opportunities effectively in relation to the availabilityof funds and other resources.

Project budgets are managed effectively and projectperformance against cost is monitored and compared.

Specific Attributes1. Funds for use by projects scheduled optimally

2. Business Cases at core of decision-making

3. Financial tolerances monitored effectively acrossall projects

4. Financial appraisals of project desirability, viabilityand achievability routinely conducted

5. Cost management at project level fullyintegrated with the organizations financialmanagement functions

6. Auditing of project expenditure routinelyundertaken

7. Risks evaluated in financial terms andeconomically viable response plans formulatedand agreed

8. Earned value concepts of project activity may be

deployed, as appropriate

9. Lessons on cost estimation shared across projects

10. May be an Investment Board overseeing allproject financial performance

11. Analysis of expenditure across projectsused to release and constrain funds in asophisticated way

12. Structured approach to handing over financialassets and costs to the operational andmaintenance environment

13. Formal business reviews undertaken at endstage assessments to ensure that Business Casescontinue to present an accurate picture ofdesirability, viability and achievability of projects





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5. Plans kept up to date, with the application

of sophisticated planning techniques andrecognition of interdependencies

6. Extensive training is provided, focusing onpersonal development and performanceimprovement

7. Evidence of interventions to avoid conflicts andtake advantage of opportunities

8. Mentoring and individual development is used toimprove organizational performance


P2MM - Financial Management Level 5DescriptionProject financial controls are fully integrated withthose of the organization. Cost estimation techniquesused at the project level are continually reviewedin terms of actual versus estimate comparisons toimprove estimation throughout the organization.

There is evidence of continual improvement.

Specific Attributes1. Project budget estimates reviewed at end stage

assessments and refreshed accordingly

2. Changes in overall project cost and stagecost profiles escalated to, and reviewed by,Project Board

3. Costs incurred used to forecast future costs andbudgetary impact

4. Project financial approvals procedure integratedinto organizational financial approvals procedure

5. Project financial risks escalated as appropriate,with effective responses sought

6. High degree of accuracy in forecasting projectcosts within agreed tolerances

7. Project costs integrated with organizationalfinancial plans

8. Objective and regular assessment of the optimaluse of finances, and review of opportunitiesto identify better value from supply chain andmarket place

9. Investment Board overseeing all project financialperformance

10. Value for money tracking of all projects











P2MM - Stakeholder Engagement Level 1DescriptionStakeholder engagement and communication is rarelyused by projects as an element of the delivery toolkit.

Specific Attributes1. Concept of stakeholder engagement may be

acknowledged but is undefined

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 no knowledge sharing







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P2MM - Stakeholder Engagement Level 2Description

Projects will be communicated to stakeholders, butthis is linked more to the personal initiative of projectmanagers than to a structured approach beingdeployed by the organization.

Specific Attributes1. Evidence may exist of more sophisticated analysis

and communications planning for some projects

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

3. Projects recognize stakeholder groupings but arelimited to local knowledge

4. Some projects have their own CommunicationManagement Strategies but they focus onmerely transmitting information

5. Outgoing communications channels fromprojects are limited, with focus on emailor websites

6. Some stakeholders advised or consulted, andfeedback processed

7. Key messages delivered inconsistently, with noaudit trails

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

9. Communications interdependency trackingbetween initiatives is limited

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

Generic Attributes

1. Localized information structures, with someinformation sharing between teams




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

undertaking qualification training



8. Roles, responsibilities and competencies defined

in some areas but not consistently across theorganization




P2MM - Stakeholder Engagement Level 3DescriptionThere is a centrally managed and consistent approachto stakeholder engagement and communications usedby all projects.

Specific Attributes1. Centrally defined and consistent approach,

and supporting procedure, for identifying andanalyzing stakeholders

2. Projects consider stakeholder needsand stakeholders are actively involved in

decision-making

3. Corporate communications (or equivalent)are involved in development of stakeholderengagement procedures

4. Stakeholders have authority and clearly definedroles within project

5. Audit trails of communications maintainedfor all projects

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

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

8. Communications budget exists

9. Much of this approach is provided by theOrganization Portfolio Office


accessed



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5. Scrutiny largely for compliance reasons,identifying failures rather than opportunities

for improvement








P2MM - Stakeholder Engagement Level 4DescriptionSophisticated techniques are used to analyzeand engage the project stakeholder environmenteffectively, and quantitative information is used tounderpin the assessment of effectiveness.

Specific Attributes1. Sophisticated approach to analyzing,

segmenting and maintaining stakeholderperspective information

2. Extensive range of communications channels andtechniques used to deliver messages

3. Effectiveness of communications and stakeholder

engagement is measured, and is high

4. Critical stakeholders embedded in decision-making process

5. Stakeholder reactions analyzed, and evidenceof proactive communications managementto influence stakeholder attitudes and levelsof support

6. Project management team engaged with andsupporting communications activities

7. Stakeholder identification and analysis covers

internal and external groups, with informationmaintained centrally

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







6. Extensive training is provided, focusingon personal development andperformance improvement




P2MM - Stakeholder Engagement Level 5DescriptionCommunications are being optimized from extensiveknowledge of the project stakeholder environment, toenable the projects to achieve their objectives. There isevidence of continual improvement.

Specific Attributes1. Stakeholder engagement embedded in the

organizations culture

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

3. Stakeholders fully engaged in delivery of changeat all levels

4. Communications recognized by projectmanagement teams as a key leadership tool

5. Communications measured, relevant and trusted



2. Evidence of extensive intelligence-gatheringprocesses, with information disseminated

through a variety of channels


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6. Estimations are accurate and used effectivelyto ensure delivery




P2MM - Risk Management Level 1DescriptionThere is minimal evidence of risk management beingused to any beneficial effect on projects.

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

Specific Attributes1. Some risks may be identified and associated

with particular projects, but are not describedor registered consistently, and there will belittle, if anything, in terms of an effective riskmanagement procedure

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

3. Risks arbitrarily classified and rarely, if ever,quantified

4. Risk identification likely to be a one-off activityduring project initiation, and risks unlikely to betracked or re-assessed during project life cycle

5. Foreseeable threats likely to impact on projects

6. Little, if any, communication with other parts ofthe organization concerning project risk








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

little maintenance of ownership or tracking

P2MM - Risk Management Level 2DescriptionRisk management is recognized and used on projects,but there are inconsistent approaches, which result indifferent levels of commitment and effectiveness.

Specific Attributes1. Different areas and projects manage risk in

different ways

2. Some projects recognize different categoriesof risk (e.g. distinguishing between project andoperational risks)

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

4. Inconsistency of approach to the assessmentof risks

5. Risk Register based on an organizationaltemplate may be used, but escalation andcommunication on risks outside the projectmay be ineffective

6. Local risk management procedures in place andmanaged by Project Board and the rest of theproject management team

7. Risk management not aligned with other projectlife cycle activities (e.g. initiation and end stageassessments)

8. Risk status reported in Highlight Reports toProject Board on ad hoc basis, if at all

9. Key Project Managers understand andarticulate the purpose and importance of

risk management, but inconsistent levels ofcommitment and understanding across allprojects or the organization






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P2MM - Risk Management Level 3DescriptionProject risk management is based on a centrallydefined process that is cognizant of the organizationspolicy for the management of risks and is usedconsistently.

Specific Attributes1. Standard Risk Management Strategy, Risk

Register and risk management tools andtechniques used extensively and consistently

2. Risks identified (in terms of their cause, eventand effect), assessed (for probability, impactand proximity) and controlled in accordancewith the PRINCE2 risk management procedure,across all projects

3. Regular reviews, addressing broaderopportunities for improvement as well

as compliance

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

5. Risk management interventions embeddedwithin project life cycle

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

7. Audits of risk within projects

8. Exception Reports used for escalation ofproject risks

9. Risks not limited to internal impact onproject goals

10. Risk assessment techniques defined anddeployed consistently

Generic Attributes1. Information has a refresh cycle or is regularlyaccessed




5. Scrutiny largely for compliance reasons,identifying failures rather than opportunitiesfor improvement







12. Centrally managed role definitions andsets of competencies defined and used tosupport appointments

P2MM - Risk Management Level 4DescriptionProject risk management is working effectively,

is embedded, and the value of risk managementcan be demonstrated.

There is evidence of opportunity management andmanagement of risk aggregation.

Specific Attributes1. Projects able to demonstrate resource and

budgetary implications of risks throughoutproject life cycle

2. Cost effectiveness and feasibility of responsesdemonstrable across all projects

3. Audits of risk management effectiveness4. Aggregated risk levels across projects tracked

and managed

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5. Clear understanding of level of risk exposurefrom projects being undertaken

6. Evidence of lessons being learned from project

reviews and assurance reviews

7. Risk management seen as organizational,with clear ownership

8. May be a risk manager, providing guidanceand controls

9. Evidence of decision-making based on riskassessment

10. The business and project stakeholders generallyfeel comfortable with the management ofproject risks, and are involved as appropriate





4. Reviews focus on opportunities to improve

as well as compliance


6. Extensive training is provided, focusing onpersonal development and performanceimprovement.


8. Mentoring and individual development is used

to improve organizational performance9. Succession plans exist for key roles

P2MM - Risk Management Level 5DescriptionRisk management is embedded in the organizationalculture and underpins all decision-making withinprojects. There is evidence of continual improvement.

Specific Attributes1. Accountability for management of risk at

Executive Board level

2. Executive Board has clear visibility of riskexposure to the organization from projects

3. Risk assessment underpins all decision-making

4. Projects ensure adequate consideration ofbusiness continuity, especially on handover to

the operational and/or maintenance environment

5. Evidence of opportunity risks being activelymanaged

6. Organizational risk management policyand process guide periodically reviewedfor effectiveness

7. Business intelligence informs risk managementand has clear cascade and escalation route

8. Strong links and integration with financialmanagement, planning, estimating, project

control and governance procedures, and risks toproject benefits are highlighted and examined









8. Knowledge transfer is an inherent behaviour

within the organization9. Skills embedded into organizational leadership

and management development programmes

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P2MM - Organizational Governance Level 1DescriptionSome informal governance of projects exists but has

undefined links to broader organizational controls.Roles are unlikely to be formally defined.

Specific Attributes1. Starting up a Project undertaken without

project mandate, and no evidence of sign-offat project closure

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

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

4. Projects struggle to gain commitment andresources when required

5. Minimal business ownership of project orrepresentation by a project Executive on theproject team









P2MM - Organizational Governance Level 2DescriptionProject management from an organizationalperspective is beginning to take shape through theuse of PRINCE2, but with ad hoc controls and no clearstrategic control. Roles and responsibilities will beinconsistent, as will reporting lines.

Specific Attributes1. Projects initiated based on locally produced

project mandates

2. Decisions taken in projects not always referredupwards for verification

3. Community of project management practicemay exist, but with limited effectiveness inprioritizing and coordinating improvements

across the organization4. Not all projects will have a Project Manager

5. Some projects may be undertaken outside theorganizations governance framework and arenot fully accountable

6. Projects and initiatives produce HighlightReports locally

7. Changes to projects not always deliveredthrough Project Manager route

8. Project Boards may exist but with ad hoc

membership, acting more as consultationgroups rather than providing overall directionand management of the project













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prince2 maturity model p2mm

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