A P3M3 Maturity Assessment for Attorney Generals Department Prepared by James Bawtree & Rod Sowden Dated 18 th November 2010

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1 A P3M3 Maturity Assessment for Attorney Generals Department Prepared by James Bawtree & Rod Sowden Dated 18 th November 2010 Attorney Generals Department P3M3 report Page 1

2 1 Contents 1 Contents Introduction Scope What is P3M3? What is the value of maturity models to my organisation? P3M3 The Model Maturity Levels Process Perspectives Benefits of using P3M Management Overview... 9 Attorney Generals Department P3M3 report Page 2

3 2 Introduction This report has been constructed from the feedback from an online survey, which had 109 respondents; 31 interviews with staff at all levels in the organisation and a desk review of standards and documentation. The report is structured to provide management highlights at the outset and then provides a detailed analysis of the evidence we have found and the conclusions we have known. 3 Scope The Attorney Generals Department (AGD) portfolio, programme and project management maturity assessment was undertaken across the organisation as a whole. The Aspire/Outperform P3M3 online survey and interviews were conducting over the first week, week beginning 8 th November 2010 with interviews continuing in to a second week commencing on the 8 th November. The Aspire review team also attended project based meetings including PIR and ITPB meetings commencing 25 th October 2010 with the report prepared over the period. 4 What is P3M3? The P3M3 is an enhanced version of the Project Management Maturity Model, itself based on the process maturity framework that evolved into the Software Engineering Institute s (SEI) Capability Maturity Model (CMM). The SEI experience between indicated that maturity questionnaires provide a simple tool for identifying areas where an organisation s processes may need improvement, but unfortunately the questionnaire was often regarded as 'the model' rather than as a vehicle for exploring process maturity issues. 4.1 What is the value of maturity models to my organisation? Many organisations have invested in having a consultancy design and implement a methodology, followed this up with training they have given to qualified staff (many of whom may have moved on), and yet they still don t see the return on investment which was written into the business case. Furthermore, they may find they deliver some initiatives well while others are complete flops, and they don t know why. Attorney Generals Department P3M3 report Page 3

4 Organisations that are not mature can still deliver outstanding results as well as very poor results. This is because success is linked to individuals or groups of individuals and as such they are at risk of those people moving on. The approach has not been embedded into the way the organisation functions or into its internal governance arrangements. P3M3 is designed to enable organisations to understand their current level of maturity and highlight areas that would give them the most value and performance improvement in the short and long terms. 4.2 P3M3 The Model The P3M3 contains three models that enable independent assessment. There are no interdependencies between the models, so an organisation may be better at programme management than it is at project management, for example. The models are: Attorney Generals Department P3M3 report Page 4

5 Portfolio Management (PfM3) OGC defines a portfolio as the totality of an organisation s investment (or segment thereof) in the changes required to achieve its strategic objectives. Portfolio Management is a coordinated collection of strategic processes and decisions, which enable the most effective balance of organisational change and business as usual/operations Programme Management (PgM3) OGC defines a programme as a temporary, flexible organisation created to co ordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation s strategic objectives. A programme is likely to have a lifespan of several years. During a programme lifecycle, projects are initiated, executed, and closed. Programmes provide an umbrella under which these projects can be coordinated. The programme integrates the projects so that it can deliver an outcome greater than the sum of its parts. Project Management (PjM3) is defined as a unique set of coordinated activities, with definite starting and finishing points, undertaken by an individual or team to meet specific objectives within defined time, cost and performance parameters as specified in the business case. Similar to the SEI CMM, the Portfolio, Programme and Project Management Maturity Model (P3M3) is described by a five level maturity framework. These levels constitute the structural components that comprise the P3M Maturity Levels Level 1 Awareness process the organisation is able to recognise, for example, projects. But has little structured approach to dealing with them. Level 2 Repeatable process again, using projects as an example, there may be areas that are beginning to use standard approaches to projects but there is no consistency of approach across the organisation. Level 3 Defined process there will be a consistent set of standards being used by all projects, for example, across the organisation with clear process ownership. Level 4 Managed process the organisation monitors and measures its process efficiency, with active interventions to improve the way it delivers based largely on evidence or performance based information. The organisation will be focusing on optimisation of its quantitatively managed processes to take into account changing business needs and external factors. It will be anticipating future capacity demands and capability requirements to meet the delivery challenge, e.g. through portfolio analysis. Attorney Generals Department P3M3 report Page 5

6 Level 5 optimised process The organisation will be focusing on optimisation of its quantitatively managed processes to take into account changing business needs and external factors. It will be anticipating future capacity demands and capability requirements to meet the delivery challenge, e.g. through portfolio analysis. Attorney Generals Department P3M3 report Page 6

7 4.4 Process Perspectives P3M3 focuses on seven Process Perspectives, which exist in all three models and can be assessed at all five levels, these Process Perspectives are: Management Control assesses how well the organisation maintains control of the initiatives currently in flight Benefits Management assesses how well the organisation defines, tracks and ensures achievement of performance improvement from the investment. Finance Management assesses how well the organisation manages and controls the investment through business cases and budgetary control Stakeholder Management assesses how well the initiatives engage with and communicate with the external environment to minimise the negative implications engagement can achieve. Organisational Governance assesses how well the organisation controls the initiation and alignment of its investments with the corporate strategy Risk Management assesses how well the organisation focuses on and mitigates the impact of threats and the leveraging of opportunities. Resource Management assesses how well the organisation develops its own talent and utilises the opportunities from the supply chain to overcome peaks and troughs. For each of the Process Perspectives there are a number of attributes defined at each level of maturity. These attributes are the basis on which the organisation should assess its current maturity and make plans to improve. Embedded within the Process Perspectives, there are a number of generic attributes that are common to all perspectives; these include planning, information management, and training and development Attorney Generals Department P3M3 report Page 7

8 5 Benefits of using P3M3 The key benefits of P3M3 can be summarized: Increased successes: This is achieved by ensuring that there is a consistent approach being deployed and lessons can be learned that reduce the potential for failure Avoid duplication: By having a unified view of what is going on within the organization it is possible to avoid wasteful duplication of effort in pursuit of the same goals. Systemic improvement: From the capturing of lessons learned and the measured application of improvements across the organization that builds on the increasing capability and knowledge. Avoidance of wasteful investment: By increasing the rigor of the appraisal process then the organization can make sure that it is running the right projects at the right time and avoid wasteful or inappropriate investment. Continued investment: The evidence from a P3M3 assessment will illustrate the value of the investment through the achievement of particular levels of performance in an internationally recognized model. Each subsequent investment should show incremental improvements against the model that will illustrate to senior managers the value of their investment. Attorney Generals Department P3M3 report Page 8

9 6 Management Overview This P3M3 review of the Attorney Generals Department has established the existing level of maturity against the three models. The work undertaken to rationalise and improve project management has been successful in establishing momentum and there have been a number of significant achievements, including: 1. Strong Secretary support 2. Senior level consensus on the value of project management 3. Recognition of the need for a single point of reference for project management 4. A recognised single framework 5. Emergence of a Portfolio that recognises Priorities and projects and reports to the Secretary This has been achieved with minimal investment and the personal commitment of key staff within IT and other parts of the organisation, who have contributed to the concepts of project management gaining traction. The movement up the maturity levels will now require not only organisational and individual commitment, but structured investment to support the recommendations will be required to maintain the momentum and address the issues that have been identifies. Our principle recommendations are: 1. Refresh the Project Management Framework with a broader focus that recognises the different needs to the business and covers policy, programmes and project delivery. 2. L Re locate the PMO out from the IT structure to enable it to take on a corporate function 3. Realign the Governance model to clarify the reporting structures within AGD and the structures within the projects. 4. Implement a Gate process that will enable bring more formality to the delivery process and provide more opportunities for changes of direction or stopping of initiatives. Attorney Generals Department P3M3 report Page 9

10 5. Refine the categorisation model currently it is based on a model that works for IT but not for other areas, there is a need to recognise the difference between different genres of projects to enable appropriate journeys to be allocated. 6. Professionalisation of project management is required, there is very little knowledge about what a project management is and that value it can add and there is no hierarchy or knowledge management between the various groups. The assessment has drawn information from the online survey, face to face interviews and a review of existing processes and documentation. Although there is still a degree of skepticism at the SES and operational levels, we were impressed by the enthusiasm that has come through in the online assessment comments and the organisational commitment that we heard about in the interviews, the challenge now is to turn that enthusiasm and commitment into performance. The actual assessed levels are: Project Management is operating at Level 2, with the exception of benefits and stakeholder. This is very much in line with where we would expect an organisation on the improvement journey to be after 18 months. It is operating mainly at Level 2, which reflects that there are some good practices out there, some good guidance but it s level of adoption is variable. The two areas showing level 1 reflect that there is no guidance in place at all, which is leading the project teams to do it any way that they wish, if at all. The strong areas of Management Control, which is reflecting the PMF and Organisational Governance, which is reflecting the top level support and the emerging governance structures that are strengthening. The major obstacle to achieving level 3 is the lack of a Gate process, which provides the lever that the organisation needs to apply control, direction and standards to it s projects. Attorney Generals Department P3M3 report Page 10

11 Programme Management is operating at Level 1. In effect there are no standards in place, there is very little formal experience and the three programmes that have been identified are largely developing their own approach or trying to stretch the PMF to meet their needs or using an external method. This does not mean that AGD cannot deliver good programmes, but will have very different quality of delivery, which is in effect the case at the moment. Organisational Governance and Financial Controls are the strengths. The recommendation to develop a broader delivery framework would encompass the development of a set of programme management standards, which would address this and also set the standards that any external organisations must work to as well. Portfolio Management is still emerging with the main control points coming into play but not consistently, so bordering on Level 2, but there appear to be two portfolios operating within AGD, there is the capital portfolio and the Department and Secretary priorities. They are currently co existing and without too much structure, are overlapping; this is giving cause to some of the problems with reporting lines. The Secretary s quarterly reviews are a significant factor for the organisational portfolio and the IT portfolio has a separate governance structure, which doesn t appear to interface comfortably with the Priorities. They also have different controls applied to them, which is reflects a Level 2 rating in effect. Attorney Generals Department P3M3 report Page 11

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