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Other Added - Portfolio, Programme and Project Management Maturity Model - a Guide to Improving Performance
Journal1. Is the book of prime entry.2. As soon as transaction originates it is recorded in journal3. Transactions are recorded in order of occurrence i.e. strictly in order of dates.4. Narration (brief description) is written for each entry.5. Ledger folio is written6. Relevant information cannot be ascertained readily e.g. cash in hand can't be found out easily.7. Final accounts can't be prepared directly from journal.8. Accuracy of the books can't be tested.9. Debit and credit amounts of a transaction are recorded in adjacent columns.10. Journal has two columns one for debit amount another for credit amount.11. Journal is not balanced.12. With the computerization of accounting journal may not be used for routine transactions like receipts, purchases, sales etcLedger1. Is the book of final entry.2. Transactions are posted in the ledger after the same have been recorded in the journal.3. Transactions are classified according to the nature and are grouped in the concerned accounts.4. Narration is not required.5. Folio of the journal or sub-journal is written.6. Since transactions of particular nature are grouped at one place therefore relevant information can be ascertained.7. Ledger is the basis of preparing final accounts.8. Accuracy of the books is tested by means of list of balances.9. Debit and credit amounts of a transaction are recorded in two different sides of two different accounts.10. Ledger has two sides: left side is debit side right side is credit side.11. Every account in the ledger is balanced at appropriate time.12. Ledger cannot be avoided. However it may be loose leaf ledger or a computerized ledger. But ledger is a must.
Certification against P3M3 is now possible. The OGC’s accreditation partner APM Group Ltd (APMG) have taken the OGC models and established an accreditation process for gauging the maturity level of organisations for their portfolio, programme and project management activities.
Depending on the scope of the assessment certificates can be awarded for:
Certificates are awarded for the maturity level obtained, although few if any organisations would want a certificate for level 1 maturity. The highest awarded certificate to date (April 2006) is for Level 3 in Project Management.
Using P3M3 for Skills Development
A recent web search revealed some 300+ separate training modules relating to portfolio, programme and project management. The UK’s National Occupational Standards for Project Management shows some 51 separate competencies for project management.
A common dilemma which faces many HR professionals is deciding how to spread a finite training budget across a myriad of competencies. Which ones will yield the greatest impact on performance within this financial year?
As part of the accreditation assessment method, APMG mapped the levels of process maturity to levels of people maturity (i.e. the portfolio, programme and project management skills).
Using P3M3 and the APMG’s competency map it is now possible to identify a roadmap of training modules that relate to your organisation’s capability (e.g. there’s little point in investing in training related to level 4 KPAs if your organisation is at level 2).
Today there are numerous skills assessment tools available for HR teams to benchmark the people in their organisation. A common feature across all such tools is the ability to structure the assessment around a competency framework.
Combining skills assessments with organisational assessment means that it is now possible to identify and sequence both the organisational changes and people changes as part of a coherent improvement plan.
Using P3M3 for Benefits Management
Since P3M3 describes a hierarchy of Key Process Areas (KPAs) that correlate to improved performance, it provides an excellent framework for assessing the impact of improvement projects. For example, if you are considering implementing an enterprise planning tool (such as Primavera) you can use the P3M3 model to assess how the tool contributes to the KPAs that are important to your organisation. Knowing what KPAs you need to target will help you scope which features to buy and/or implement. If you are introducing features that do not improve any of your target KPAs then it shou
Profit in any business comes from your business turnover multiplied by your margins. In simple term, Profits = Turnover x Margins Turnover, in turns, is determined by the number of customers you have, multiplied by the number of transactions each customer had with you and the average dollar sale. Thus, Turnover = Number of Customers x Number of Transactions x Average Dollar Sale The number of customers you have depends on your lead generation and conversation rate of these leads. Thus, Number of Customers = Lead Generation x Conversion Rate By breaking down the process into small chunks, you will see that your business profit is governed by 5 variables, namely 1. lead generation 2. conversion rate 3. number of transaction 4. average dollar sale 5. margins These experts worked out the formula and found that by doubling each of these factors, you can boost your business profits by an incredible 67%. Putting Theory into Practice When I first learned this formula, it seemed so simple that it was incredulous no one has taught me this before. Yet when I put the theory into practice, the result was truly remarkable. I started by making minor changes and adjustments to my normal practice and within 6 months saw a 20% increase in my turnover. Summary How much increased profit you can generate for your business depends on your ingenuity and creativity in improving your lead generation,conversion rate of your lead, the number of tansaction per customer,the average dollar sale and your margins. Only these 5 factors,nothing else. Focus your energy on these 5 factors and you WILL definitely improve your business income.
The 1990’s saw a dramatic increase in the number of people with the job title Project Manager as organisations addressed the problem of an ever changing world through Managing by Projects. Many organisations adopted the PRINCE2™ method as a means to gain some consistency of project management approach across their now swelling ranks of project managers.
With both an increasing need for Project Managers and an increasing number of people claiming to be Project Managers, many organisations based their recruitment and development strategies on certification of project management competence. Having a PRINCE2™ Practitioner certificate became an indication of competence (even though it is only an indicator of knowledge).
Experience has shown that successful implementation of a project management method requires more than just training your project managers. A successful organisation requires processes, technology, policies and standards for project management - which also need to be integrated with other management systems for them to work effectively and efficiently.
In the absence of an organisation wide project infrastructure, project results depend entirely on the availability of certain high performing individuals. This does not necessarily provide the basis for long-term or consistent project performance.
However, such infrastructure doesn’t establish itself overnight. It may take several years; it may take a programme of change to institutionalise. Therefore it is not surprising that the more advanced organisations are now asking themselves, “Where have we got to and what more do we need to do?”
This is where maturity modelling can help. Project and programme management maturity models describe the project and programme related activities within Key Process Areas (KPAs) that contribute to achieving successful outcomes.
A good model, such as the OGC’s P3M3, recognises not only the project management activities being carried out at the individual project level, but also those activities within an organisation that build and maintain a programme and project infrastructure of effective project approaches and management practices.
By undertaking a maturity assessment against an industry standard model, such as P3M3, an organisation will be able to verify what they have achieved, where their strengths and weaknesses are, and then identify a prioritised action plan to take them to an improved level of capability.
What Are Maturity Models?
“A maturity model is a structured collection of elements that describe characteristics of effective processes. A maturity model provides:
A maturity model can be used as a benchmark for assessing different organizations for equivalent comparison.” - Wikipedia
The Software Engineering Institute (SEI) developed the first Capability Maturity Model® (CMM®) back in the 1980s. This was a result of research that indicated the quality of software applications were directly related to the quality of the processes used to develop them.
CMM® was originally intended as a government tool to evaluate the ability of contractors to deliver a software project. Though it originates from the software development industry it is widely used as a general model of the maturity of processes (e.g. Project and Programme Management).
Maturity models have five levels:
1. Initial (chaotic, ad hoc, heroic) - the starting point for use of a new process.
2. Repeatable (process discipline) - the process is used repeatedly.
3. Defined (institutionalised) - the process is defined/confirmed as a standard business process.
4. Managed (quantified) - process management and measurement takes place.
5. Optimising (process improvement) - deliberate process optimisation/improvement.
Portfolio, Programme and Project Management Maturity Model (P3M3)
The Office of Government Commerce (OGC) is a department within the UK Government with a remit to help public sector organisations improve their efficiency, gain better value for money from procurements and deliver improved success from programmes and projects. They are the owners of PRINCE2™, Managing Successful Programmes (MSP), Management of Risk (M_o_R®) and the IT best practice framework, ITIL®.
In 2003 the OGC released their first draft of a Portfolio, Programme and Project Management Maturity Model (P3M3). The model was refined and formally published in February 2006 after incorporating latest maturity modelling practices and after consultation with interested consultants, practitioners and their accreditation partner APM Group.
The P3M3 describes the portfolio, programme and project-related activities within process areas that contribute to achieving a successful project outcome. The levels described within the P3M3 indicate how key process areas can be structured hierarchically to define a progression of capability which an organisation can use to set goals and plan their improvement journey.
The levels facilitate organisational transitions from an immature state to become a mature and capable organisation with an objective basis for judging quality and solving programme and project issues.
The distinct yet connected disciplines of portfolio, programme and project management are nested within the P3M3 model:
Portfolio, Programme and Project Management Maturity (P3M3) Programme and Project Management Maturity (P2M3) Project Management Maturity (P1M3)
This means that organisations can use the model to evolve their maturity across all disciplines in an integrated approach or by addressing Project Management then Programme Management and then Portfolio Management in sequence.
Using Maturity Models for Performance Improvement
The beauty of maturity models is that they enable organisations to breakdown a broad process improvement goal into manageable tasks. The lower level KPAs need to be in place for the higher level KPAs to be effective. Therefore the lower level KPAs should be addressed first.
Step 1 – Where Are You Today?
In order to identify a prioritised roadmap for process improvement it is important to understand what KPAs you currently do well and what KPAs are causing you performance issues. Maturity modelling applies the concept that there’s little point in fixing things that are not broken or that are not causing problems. Additionally, for large organisations it is likely that you have islands of good practice. What is it that department X does differently to department Y or Z? It may be that you have many of the KPAs covered but not universally across the organisation. Adopting good practice from within your own organisation can significantly accelerate adoption rates and hence performance improvement.
The best way to understand current capability is to conduct a baseline assessment against the maturity model through a process of inspection and structured interviews.
Step 2 – Where Do You Want To Be?
Not all organisations need to be at Level 5 maturity. The ideal maturity level for an organisation will depend on how important programmes and projects are to their overall performance.
If you are a R&D organisation, say developing aerospace technology for governments, then your organisation’s performance is likely to be highly dependent on your programme and project management capability.
If you are a retailer by contrast then your organisation’s overall performance is likely to be less dependent on programme and project management capability.
The output from Step 1 will help identify some realistic goals. For example, there are 13 KPAs that need to be addressed to get to level 2 maturity. If the initial assessment has shown that 8 of the 13 are ok then a realistic goal would be to change the 5 weak KPAs to strong KPAs within 6 months to consolidate at level 2 before addressing how to get to level 3.
With an estimated 90% of organisations operating at Level 1 or Level 2 maturity, setting targets by the quantity of strong KPAs is more inspiring than aiming to be level 2 of 5 in capability. For example “We will be in the top 10% of corporate organisations by achieving a strong capability in 25 Key Process Areas”
Step 3 – How Will You Get There
Experience has shown that it takes between 3 and 12 months to raise maturity by one level.
A recommended approach to improve process capability is to appoint process owners for the KPAs to be addressed. For example you could appoint one person to drive improvement for Business Case Development and Benefits Management KPAs and another person to drive improvement for Requirements Management and Configuration Management KPAs. An improvement roadmap should be produced showing the priority of the KPAs to be addressed and the set of initiatives which will improve them. The improvement roadmap should be used to drive and measure progress.
It is important to recognise that if you are changing processes, policies, standards, job descriptions or reporting structures then you will be changing how some people will work. Therefore, as with any initiative that affects people’s current working practices, power or authority, it should be treated as a change initiative. If the change is likely to be significant, it is recommended to establish a change programme to help with the transition. Using change methods such as Six Sigma™ help to structure the roadmap and ensure that the solution sticks.
Step 4 – How Will You Know?
To increase capability organisations need to collect metrics in order to provide a platform for continuous improvement.
Therefore regardless of your baseline maturity it is recommended that the improvement roadmap identifies what metrics should be collected to demonstrate performance improvement.
The establishment of Key Performance Indicators (KPIs) will not only enable organisations to determine when they have achieved their goal but can also be used to prove the Business Case for the process improvement journey (i.e. what is your return on the capability investment?).
If your KPIs are showing that you have achieved your current maturity goal then you may wish to consider gaining accreditation for that level of maturity (for recognition or for marketing purposes) or wish to repeat the exercise to determine what is required to get to the next level of maturity.
Using P3M3 for Benchmarking
The first maturity model was developed as a means for the US Government to make better procurement decisions by comparing contractors’ capabilities. P3M3 can be used in the same way. If you tender for government business then procurement professionals give more credence to an independently awarded certificate than a company’s own claims of capability.
Procurement professionals also give more weight to an organisational certificate than they do an individual’s certificate (currently organisations submit PRINCE2™ practitioner certificates with their proposal as an indicator of project management capability. With 200,000 PRINCE2™ practitioners worldwide it is difficult for buyers to differentiate between them).
Certification against P3M3 is now possible. The OGC’s accreditation partner APM Group Ltd (APMG) have taken the OGC models and established an accreditation process for gauging the maturity level of organisations for their portfolio, programme and project management activities.
Depending on the scope of the assessment certificates can be awarded for:
Certificates are awarded for the maturity level obtained, although few if any organisations would want a certificate for level 1 maturity. The highest awarded certificate to date (April 2006) is for Level 3 in Project Management.
Using P3M3 for Skills Development
A recent web search revealed some 300+ separate training modules relating to portfolio, programme and project management. The UK’s National Occupational Standards for Project Management shows some 51 separate competencies for project management.
A common dilemma which faces many HR professionals is deciding how to spread a finite training budget across a myriad of competencies. Which ones will yield the greatest impact on performance within this financial year?
As part of the accreditation assessment method, APMG mapped the levels of process maturity to levels of people maturity (i.e. the portfolio, programme and project management skills).
Using P3M3 and the APMG’s competency map it is now possible to identify a roadmap of training modules that relate to your organisation’s capability (e.g. there’s little point in investing in training related to level 4 KPAs if your organisation is at level 2).
Today there are numerous skills assessment tools available for HR teams to benchmark the people in their organisation. A common feature across all such tools is the ability to structure the assessment around a competency framework.
Combining skills assessments with organisational assessment means that it is now possible to identify and sequence both the organisational changes and people changes as part of a coherent improvement plan.
Using P3M3 for Benefits Management
Since P3M3 describes a hierarchy of Key Process Areas (KPAs) that correlate to improved performance, it provides an excellent framework for assessing the impact of improvement projects. For example, if you are considering implementing an enterprise planning tool (such as Primavera) you can use the P3M3 model to assess how the tool contributes to the KPAs that are important to your organisation. Knowing what KPAs you need to target will help you scope which features to buy and/or implement. If you are introducing features that do not improve any of your target KPAs then it shoul
Packaging is very important for the sale, storage and shipping of supplies. The importance of packaging increased significantly after the Industrial Revolution but its usefulness is not new. Even in the times of yore, clay, glass and leather containers were used for these purposes. In modern times packaging has become a complete science which studies all aspects of the product to be packaged; for example, its sensitivity to light, air, moisture, chemical reaction, degree of fragility and more. It also tries to find a solution to increase protection and decrease cost. Apart from the science and economics of packaging, its aesthetic sense and creativity is equally important.A major portion of packaging is used for food. Packaging for food is mostly cheap as well as light, and can fit any preferred size. Apart from these, packaging elongates the storage period of the products. To store solid and liquid food, glass containers are preferred due to their chemical resistance, clarity and durability, whereas for boiled or frozen food, cosmetics, pharmaceutical substances and toiletries plastic is used. For packaging of liquid, metal or plastic containers are used.Customized packaging, however, meets the special needs of the product. Different materials are used for packaging different goods. For lighter goods, corrugated or solid cardboard is used. Cardboard cartons are light, economical and easy to manufacture, print and store. For heavy loads, wood is required. Products weighing more than a hundred kilograms come in timber cases, and for the merchandise weighing less than a hundred kilograms fiberboard is used.
A maturity model can be used as a benchmark for assessing different organizations for equivalent comparison.” - Wikipedia
The Software Engineering Institute (SEI) developed the first Capability Maturity Model® (CMM®) back in the 1980s. This was a result of research that indicated the quality of software applications were directly related to the quality of the processes used to develop them.
CMM® was originally intended as a government tool to evaluate the ability of contractors to deliver a software project. Though it originates from the software development industry it is widely used as a general model of the maturity of processes (e.g. Project and Programme Management).
Maturity models have five levels:
1. Initial (chaotic, ad hoc, heroic) - the starting point for use of a new process.
2. Repeatable (process discipline) - the process is used repeatedly.
3. Defined (institutionalised) - the process is defined/confirmed as a standard business process.
4. Managed (quantified) - process management and measurement takes place.
5. Optimising (process improvement) - deliberate process optimisation/improvement.
Portfolio, Programme and Project Management Maturity Model (P3M3)
The Office of Government Commerce (OGC) is a department within the UK Government with a remit to help public sector organisations improve their efficiency, gain better value for money from procurements and deliver improved success from programmes and projects. They are the owners of PRINCE2™, Managing Successful Programmes (MSP), Management of Risk (M_o_R®) and the IT best practice framework, ITIL®.
In 2003 the OGC released their first draft of a Portfolio, Programme and Project Management Maturity Model (P3M3). The model was refined and formally published in February 2006 after incorporating latest maturity modelling practices and after consultation with interested consultants, practitioners and their accreditation partner APM Group.
The P3M3 describes the portfolio, programme and project-related activities within process areas that contribute to achieving a successful project outcome. The levels described within the P3M3 indicate how key process areas can be structured hierarchically to define a progression of capability which an organisation can use to set goals and plan their improvement journey.
The levels facilitate organisational transitions from an immature state to become a mature and capable organisation with an objective basis for judging quality and solving programme and project issues.
The distinct yet connected disciplines of portfolio, programme and project management are nested within the P3M3 model:
Portfolio, Programme and Project Management Maturity (P3M3) Programme and Project Management Maturity (P2M3) Project Management Maturity (P1M3)
This means that organisations can use the model to evolve their maturity across all disciplines in an integrated approach or by addressing Project Management then Programme Management and then Portfolio Management in sequence.
Using Maturity Models for Performance Improvement
The beauty of maturity models is that they enable organisations to breakdown a broad process improvement goal into manageable tasks. The lower level KPAs need to be in place for the higher level KPAs to be effective. Therefore the lower level KPAs should be addressed first.
Step 1 – Where Are You Today?
In order to identify a prioritised roadmap for process improvement it is important to understand what KPAs you currently do well and what KPAs are causing you performance issues. Maturity modelling applies the concept that there’s little point in fixing things that are not broken or that are not causing problems. Additionally, for large organisations it is likely that you have islands of good practice. What is it that department X does differently to department Y or Z? It may be that you have many of the KPAs covered but not universally across the organisation. Adopting good practice from within your own organisation can significantly accelerate adoption rates and hence performance improvement.
The best way to understand current capability is to conduct a baseline assessment against the maturity model through a process of inspection and structured interviews.
Step 2 – Where Do You Want To Be?
Not all organisations need to be at Level 5 maturity. The ideal maturity level for an organisation will depend on how important programmes and projects are to their overall performance.
If you are a R&D organisation, say developing aerospace technology for governments, then your organisation’s performance is likely to be highly dependent on your programme and project management capability.
If you are a retailer by contrast then your organisation’s overall performance is likely to be less dependent on programme and project management capability.
The output from Step 1 will help identify some realistic goals. For example, there are 13 KPAs that need to be addressed to get to level 2 maturity. If the initial assessment has shown that 8 of the 13 are ok then a realistic goal would be to change the 5 weak KPAs to strong KPAs within 6 months to consolidate at level 2 before addressing how to get to level 3.
With an estimated 90% of organisations operating at Level 1 or Level 2 maturity, setting targets by the quantity of strong KPAs is more inspiring than aiming to be level 2 of 5 in capability. For example “We will be in the top 10% of corporate organisations by achieving a strong capability in 25 Key Process Areas”
Step 3 – How Will You Get There
Experience has shown that it takes between 3 and 12 months to raise maturity by one level.
A recommended approach to improve process capability is to appoint process owners for the KPAs to be addressed. For example you could appoint one person to drive improvement for Business Case Development and Benefits Management KPAs and another person to drive improvement for Requirements Management and Configuration Management KPAs. An improvement roadmap should be produced showing the priority of the KPAs to be addressed and the set of initiatives which will improve them. The improvement roadmap should be used to drive and measure progress.
It is important to recognise that if you are changing processes, policies, standards, job descriptions or reporting structures then you will be changing how some people will work. Therefore, as with any initiative that affects people’s current working practices, power or authority, it should be treated as a change initiative. If the change is likely to be significant, it is recommended to establish a change programme to help with the transition. Using change methods such as Six Sigma™ help to structure the roadmap and ensure that the solution sticks.
Step 4 – How Will You Know?
To increase capability organisations need to collect metrics in order to provide a platform for continuous improvement.
Therefore regardless of your baseline maturity it is recommended that the improvement roadmap identifies what metrics should be collected to demonstrate performance improvement.
The establishment of Key Performance Indicators (KPIs) will not only enable organisations to determine when they have achieved their goal but can also be used to prove the Business Case for the process improvement journey (i.e. what is your return on the capability investment?).
If your KPIs are showing that you have achieved your current maturity goal then you may wish to consider gaining accreditation for that level of maturity (for recognition or for marketing purposes) or wish to repeat the exercise to determine what is required to get to the next level of maturity.
Using P3M3 for Benchmarking
The first maturity model was developed as a means for the US Government to make better procurement decisions by comparing contractors’ capabilities. P3M3 can be used in the same way. If you tender for government business then procurement professionals give more credence to an independently awarded certificate than a company’s own claims of capability.
Procurement professionals also give more weight to an organisational certificate than they do an individual’s certificate (currently organisations submit PRINCE2™ practitioner certificates with their proposal as an indicator of project management capability. With 200,000 PRINCE2™ practitioners worldwide it is difficult for buyers to differentiate between them).
Certification against P3M3 is now possible. The OGC’s accreditation partner APM Group Ltd (APMG) have taken the OGC models and established an accreditation process for gauging the maturity level of organisations for their portfolio, programme and project management activities.
Depending on the scope of the assessment certificates can be awarded for:
Certificates are awarded for the maturity level obtained, although few if any organisations would want a certificate for level 1 maturity. The highest awarded certificate to date (April 2006) is for Level 3 in Project Management.
Using P3M3 for Skills Development
A recent web search revealed some 300+ separate training modules relating to portfolio, programme and project management. The UK’s National Occupational Standards for Project Management shows some 51 separate competencies for project management.
A common dilemma which faces many HR professionals is deciding how to spread a finite training budget across a myriad of competencies. Which ones will yield the greatest impact on performance within this financial year?
As part of the accreditation assessment method, APMG mapped the levels of process maturity to levels of people maturity (i.e. the portfolio, programme and project management skills).
Using P3M3 and the APMG’s competency map it is now possible to identify a roadmap of training modules that relate to your organisation’s capability (e.g. there’s little point in investing in training related to level 4 KPAs if your organisation is at level 2).
Today there are numerous skills assessment tools available for HR teams to benchmark the people in their organisation. A common feature across all such tools is the ability to structure the assessment around a competency framework.
Combining skills assessments with organisational assessment means that it is now possible to identify and sequence both the organisational changes and people changes as part of a coherent improvement plan.
Using P3M3 for Benefits Management
Since P3M3 describes a hierarchy of Key Process Areas (KPAs) that correlate to improved performance, it provides an excellent framework for assessing the impact of improvement projects. For example, if you are considering implementing an enterprise planning tool (such as Primavera) you can use the P3M3 model to assess how the tool contributes to the KPAs that are important to your organisation. Knowing what KPAs you need to target will help you scope which features to buy and/or implement. If you are introducing features that do not improve any of your target KPAs then it shou
Organizations are made up of people. As an employer or networker a large part of your success hinges on the success of the organization behind you. No man is an island after all.Building that organization can be a challenge as we tend to believe that everyone thinks like we do. The problems arise when it dawns on us that they don't. As individuals, we each have our own agendas. Our own wants, needs and desires. The big picture we carry ourselves is not the same picture the members of our organization carries.So how do we get a team to work?First the same principles apply if you're building a new team or taking on an exsisiting team.The first step is to talk to your people. Let them know what you want to accomplish and the benefits of accomplishing it. In the conversation ask they feel about that, what their own wants or needs are. Then ask them what ideas they have for achieving the goals. The key to all this is to listen to what they have to say. Write it down if you have to.This little step will allow you accomplish a number of things.Our opinions, thoughts and ideas are important to use. We build rapport quickly with others who are open to hearing what we have to say. When others really listen with an open mind to our ideas we suddenly develop a personal stake in the outcome of the gaols.Because we are being asked for our thoughts, ideas and opinions and we answer, our answers reveal to to the person who is asking our own strengths and weaknesses. This allows that person to figure out how best to let us work.When you're able to identify the strengths and weaknesses of each team member you'll be able see which teaching method you'll need to teach each one. You'll also be able to see which tasks will be handled best by which members. If you assign a task to someone and they seem to be struggling, it's possible you didn't give clear instructions. The other possibili
Programme and Project Management Maturity (P2M3) Project Management Maturity (P1M3)
This means that organisations can use the model to evolve their maturity across all disciplines in an integrated approach or by addressing Project Management then Programme Management and then Portfolio Management in sequence.
Using Maturity Models for Performance Improvement
The beauty of maturity models is that they enable organisations to breakdown a broad process improvement goal into manageable tasks. The lower level KPAs need to be in place for the higher level KPAs to be effective. Therefore the lower level KPAs should be addressed first.
Step 1 – Where Are You Today?
In order to identify a prioritised roadmap for process improvement it is important to understand what KPAs you currently do well and what KPAs are causing you performance issues. Maturity modelling applies the concept that there’s little point in fixing things that are not broken or that are not causing problems. Additionally, for large organisations it is likely that you have islands of good practice. What is it that department X does differently to department Y or Z? It may be that you have many of the KPAs covered but not universally across the organisation. Adopting good practice from within your own organisation can significantly accelerate adoption rates and hence performance improvement.
The best way to understand current capability is to conduct a baseline assessment against the maturity model through a process of inspection and structured interviews.
Step 2 – Where Do You Want To Be?
Not all organisations need to be at Level 5 maturity. The ideal maturity level for an organisation will depend on how important programmes and projects are to their overall performance.
If you are a R&D organisation, say developing aerospace technology for governments, then your organisation’s performance is likely to be highly dependent on your programme and project management capability.
If you are a retailer by contrast then your organisation’s overall performance is likely to be less dependent on programme and project management capability.
The output from Step 1 will help identify some realistic goals. For example, there are 13 KPAs that need to be addressed to get to level 2 maturity. If the initial assessment has shown that 8 of the 13 are ok then a realistic goal would be to change the 5 weak KPAs to strong KPAs within 6 months to consolidate at level 2 before addressing how to get to level 3.
With an estimated 90% of organisations operating at Level 1 or Level 2 maturity, setting targets by the quantity of strong KPAs is more inspiring than aiming to be level 2 of 5 in capability. For example “We will be in the top 10% of corporate organisations by achieving a strong capability in 25 Key Process Areas”
Step 3 – How Will You Get There
Experience has shown that it takes between 3 and 12 months to raise maturity by one level.
A recommended approach to improve process capability is to appoint process owners for the KPAs to be addressed. For example you could appoint one person to drive improvement for Business Case Development and Benefits Management KPAs and another person to drive improvement for Requirements Management and Configuration Management KPAs. An improvement roadmap should be produced showing the priority of the KPAs to be addressed and the set of initiatives which will improve them. The improvement roadmap should be used to drive and measure progress.
It is important to recognise that if you are changing processes, policies, standards, job descriptions or reporting structures then you will be changing how some people will work. Therefore, as with any initiative that affects people’s current working practices, power or authority, it should be treated as a change initiative. If the change is likely to be significant, it is recommended to establish a change programme to help with the transition. Using change methods such as Six Sigma™ help to structure the roadmap and ensure that the solution sticks.
Step 4 – How Will You Know?
To increase capability organisations need to collect metrics in order to provide a platform for continuous improvement.
Therefore regardless of your baseline maturity it is recommended that the improvement roadmap identifies what metrics should be collected to demonstrate performance improvement.
The establishment of Key Performance Indicators (KPIs) will not only enable organisations to determine when they have achieved their goal but can also be used to prove the Business Case for the process improvement journey (i.e. what is your return on the capability investment?).
If your KPIs are showing that you have achieved your current maturity goal then you may wish to consider gaining accreditation for that level of maturity (for recognition or for marketing purposes) or wish to repeat the exercise to determine what is required to get to the next level of maturity.
Using P3M3 for Benchmarking
The first maturity model was developed as a means for the US Government to make better procurement decisions by comparing contractors’ capabilities. P3M3 can be used in the same way. If you tender for government business then procurement professionals give more credence to an independently awarded certificate than a company’s own claims of capability.
Procurement professionals also give more weight to an organisational certificate than they do an individual’s certificate (currently organisations submit PRINCE2™ practitioner certificates with their proposal as an indicator of project management capability. With 200,000 PRINCE2™ practitioners worldwide it is difficult for buyers to differentiate between them).
Certification against P3M3 is now possible. The OGC’s accreditation partner APM Group Ltd (APMG) have taken the OGC models and established an accreditation process for gauging the maturity level of organisations for their portfolio, programme and project management activities.
Depending on the scope of the assessment certificates can be awarded for:
Certificates are awarded for the maturity level obtained, although few if any organisations would want a certificate for level 1 maturity. The highest awarded certificate to date (April 2006) is for Level 3 in Project Management.
Using P3M3 for Skills Development
A recent web search revealed some 300+ separate training modules relating to portfolio, programme and project management. The UK’s National Occupational Standards for Project Management shows some 51 separate competencies for project management.
A common dilemma which faces many HR professionals is deciding how to spread a finite training budget across a myriad of competencies. Which ones will yield the greatest impact on performance within this financial year?
As part of the accreditation assessment method, APMG mapped the levels of process maturity to levels of people maturity (i.e. the portfolio, programme and project management skills).
Using P3M3 and the APMG’s competency map it is now possible to identify a roadmap of training modules that relate to your organisation’s capability (e.g. there’s little point in investing in training related to level 4 KPAs if your organisation is at level 2).
Today there are numerous skills assessment tools available for HR teams to benchmark the people in their organisation. A common feature across all such tools is the ability to structure the assessment around a competency framework.
Combining skills assessments with organisational assessment means that it is now possible to identify and sequence both the organisational changes and people changes as part of a coherent improvement plan.
Using P3M3 for Benefits Management
Since P3M3 describes a hierarchy of Key Process Areas (KPAs) that correlate to improved performance, it provides an excellent framework for assessing the impact of improvement projects. For example, if you are considering implementing an enterprise planning tool (such as Primavera) you can use the P3M3 model to assess how the tool contributes to the KPAs that are important to your organisation. Knowing what KPAs you need to target will help you scope which features to buy and/or implement. If you are introducing features that do not improve any of your target KPAs then it shou
One of the most important tasks legal assistants and paralegals perform is to assist lawyers as they prepare for corporate meetings, closings, trials and hearings. Although the lawyers take ownership for the legal work, they will often delegate many tasks to legal assistants and paralegals. As a result, they continue to take on a growing range of tasks inside the nation's legal offices and perform many of tasks traditional done by lawyers.On the other hand, they are still strictly prohibited from performing any duty that is considered to be the "practice of law" - such as setting legal fees, giving legal advice, and presenting cases in court. Legal Assistants and paralegals also do much of leg work like verifying and looking into the facts of cases to ensure that all points are thoroughly covered. They also identify appropriate laws, judicial decisions, legal articles and other materials that are relevant to assigned cases.After they analyze and organize the information, paralegals may prepare written reports that attorneys use in determining how cases should be handled. Should the decision be made to file a lawsuit, a paralegal may then be given the responsibility to help prepare the legal arguments, draft pleadings and motions to be filed with the court, obtain affidavits and assist the attorneys during trial. Paralegals also organize and track files of thee all important case documents and make them available and easily accessible to the attorneys.In addition to preparatory work, legal assistants and paralegals also perform a number of other vital functions. For example, they help draft contracts, mortgages, separation agreements and instruments of trust. In addition, may assist in preparing tax returns or estate planning. Some may even be given the responsibility to coordinate the activities of other law office employees and maintain financial office records. Of course, additional tasks differ, depending on the employer.Legal Assistants an
Step 3 – How Will You Get There
Experience has shown that it takes between 3 and 12 months to raise maturity by one level.
A recommended approach to improve process capability is to appoint process owners for the KPAs to be addressed. For example you could appoint one person to drive improvement for Business Case Development and Benefits Management KPAs and another person to drive improvement for Requirements Management and Configuration Management KPAs. An improvement roadmap should be produced showing the priority of the KPAs to be addressed and the set of initiatives which will improve them. The improvement roadmap should be used to drive and measure progress.
It is important to recognise that if you are changing processes, policies, standards, job descriptions or reporting structures then you will be changing how some people will work. Therefore, as with any initiative that affects people’s current working practices, power or authority, it should be treated as a change initiative. If the change is likely to be significant, it is recommended to establish a change programme to help with the transition. Using change methods such as Six Sigma™ help to structure the roadmap and ensure that the solution sticks.
Step 4 – How Will You Know?
To increase capability organisations need to collect metrics in order to provide a platform for continuous improvement.
Therefore regardless of your baseline maturity it is recommended that the improvement roadmap identifies what metrics should be collected to demonstrate performance improvement.
The establishment of Key Performance Indicators (KPIs) will not only enable organisations to determine when they have achieved their goal but can also be used to prove the Business Case for the process improvement journey (i.e. what is your return on the capability investment?).
If your KPIs are showing that you have achieved your current maturity goal then you may wish to consider gaining accreditation for that level of maturity (for recognition or for marketing purposes) or wish to repeat the exercise to determine what is required to get to the next level of maturity.
Using P3M3 for Benchmarking
The first maturity model was developed as a means for the US Government to make better procurement decisions by comparing contractors’ capabilities. P3M3 can be used in the same way. If you tender for government business then procurement professionals give more credence to an independently awarded certificate than a company’s own claims of capability.
Procurement professionals also give more weight to an organisational certificate than they do an individual’s certificate (currently organisations submit PRINCE2™ practitioner certificates with their proposal as an indicator of project management capability. With 200,000 PRINCE2™ practitioners worldwide it is difficult for buyers to differentiate between them).
Certification against P3M3 is now possible. The OGC’s accreditation partner APM Group Ltd (APMG) have taken the OGC models and established an accreditation process for gauging the maturity level of organisations for their portfolio, programme and project management activities.
Depending on the scope of the assessment certificates can be awarded for:
Certificates are awarded for the maturity level obtained, although few if any organisations would want a certificate for level 1 maturity. The highest awarded certificate to date (April 2006) is for Level 3 in Project Management.
Using P3M3 for Skills Development
A recent web search revealed some 300+ separate training modules relating to portfolio, programme and project management. The UK’s National Occupational Standards for Project Management shows some 51 separate competencies for project management.
A common dilemma which faces many HR professionals is deciding how to spread a finite training budget across a myriad of competencies. Which ones will yield the greatest impact on performance within this financial year?
As part of the accreditation assessment method, APMG mapped the levels of process maturity to levels of people maturity (i.e. the portfolio, programme and project management skills).
Using P3M3 and the APMG’s competency map it is now possible to identify a roadmap of training modules that relate to your organisation’s capability (e.g. there’s little point in investing in training related to level 4 KPAs if your organisation is at level 2).
Today there are numerous skills assessment tools available for HR teams to benchmark the people in their organisation. A common feature across all such tools is the ability to structure the assessment around a competency framework.
Combining skills assessments with organisational assessment means that it is now possible to identify and sequence both the organisational changes and people changes as part of a coherent improvement plan.
Using P3M3 for Benefits Management
Since P3M3 describes a hierarchy of Key Process Areas (KPAs) that correlate to improved performance, it provides an excellent framework for assessing the impact of improvement projects. For example, if you are considering implementing an enterprise planning tool (such as Primavera) you can use the P3M3 model to assess how the tool contributes to the KPAs that are important to your organisation. Knowing what KPAs you need to target will help you scope which features to buy and/or implement. If you are introducing features that do not improve any of your target KPAs then it shou
As a job seeker, you’ve probably been told repeatedly to prepare some questions to ask at the end of your interview – but seldom got advice on what constitutes a good interview question. In brief, a good interview question is one that shows your knowledge of the field, and focuses on the company rather than on what you expect to get from your association with them. In other words, this is not the place to ask about salary and benefits. If you do your research on the company in advance, you’ll likely find some good subjects for questions. Some examples of questions you might ask include:I saw in the trade papers that the property boom is expected to continue. How much of my job will involve supporting solicitors involved in real estate law?How much of the firm’s efforts are put into charity work, and how can someone in my position assist in that area?Is this opening the result of someone leaving, or is it an entirely new position? If the former, can you tell me under what circumstances the person who held this job formerly left? If the latter, what does the firm expect this new position to accomplish?What would you say are the biggest challenges for the person who accepts this position with your firm?What would you expect the person hired for this position to be doing in six months?What would my typical day be if I accept this position?I have particular skills in (name an area). How do you see those skills being utilized in this position?Likewise, you’ve probably been told to prepare answers to the most commonly asked interview questions – but again, few people tell you what those questions are. It’s rather difficult to prepare answers to questions you don’t know! Here’s a list of some of the most commonly asked questions in interviews for jobs in the legal profession.Describe your experience in the legal field.Tell me about yourself.How do you see yourself fitting into a team here at our firm?management capability. With 200,000 PRINCE2™ practitioners worldwide it is difficult for buyers to differentiate between them).
Certification against P3M3 is now possible. The OGC’s accreditation partner APM Group Ltd (APMG) have taken the OGC models and established an accreditation process for gauging the maturity level of organisations for their portfolio, programme and project management activities.
Depending on the scope of the assessment certificates can be awarded for:
Certificates are awarded for the maturity level obtained, although few if any organisations would want a certificate for level 1 maturity. The highest awarded certificate to date (April 2006) is for Level 3 in Project Management.
Using P3M3 for Skills Development
A recent web search revealed some 300+ separate training modules relating to portfolio, programme and project management. The UK’s National Occupational Standards for Project Management shows some 51 separate competencies for project management.
A common dilemma which faces many HR professionals is deciding how to spread a finite training budget across a myriad of competencies. Which ones will yield the greatest impact on performance within this financial year?
As part of the accreditation assessment method, APMG mapped the levels of process maturity to levels of people maturity (i.e. the portfolio, programme and project management skills).
Using P3M3 and the APMG’s competency map it is now possible to identify a roadmap of training modules that relate to your organisation’s capability (e.g. there’s little point in investing in training related to level 4 KPAs if your organisation is at level 2).
Today there are numerous skills assessment tools available for HR teams to benchmark the people in their organisation. A common feature across all such tools is the ability to structure the assessment around a competency framework.
Combining skills assessments with organisational assessment means that it is now possible to identify and sequence both the organisational changes and people changes as part of a coherent improvement plan.
Using P3M3 for Benefits Management
Since P3M3 describes a hierarchy of Key Process Areas (KPAs) that correlate to improved performance, it provides an excellent framework for assessing the impact of improvement projects. For example, if you are considering implementing an enterprise planning tool (such as Primavera) you can use the P3M3 model to assess how the tool contributes to the KPAs that are important to your organisation. Knowing what KPAs you need to target will help you scope which features to buy and/or implement. If you are introducing features that do not improve any of your target KPAs then it should prompt questions as to why those features are being introduced at all.
Understanding your current capability against the P3M3 model also enables you to do a ‘before’ and ‘after’ assessment to quantify the impact of introducing such tools.
P3M3 can also be used to address the impact of:
Benefits
A maturity model such as P3M3 provides a framework for identifying and prioritising those changes which will yield the greates impact on your organisation. It helps set expectations as to what is required in what sequence and in what timescale.
Benefits from using the P3M3 as a basis for process improvement are:
See www.outperform.co.uk for more information.
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