P3 m3 intro long
3 likes1,059 views
This document provides an introduction to the P3M3 maturity model. It discusses: 1) P3M3, a maturity model for PRINCE2 project management. It is developed by Van Dam Orenda, a product development consulting firm. 2) Maturity models like P3M3 measure an organization's project management capabilities on a scale of 1 to 5. Higher levels indicate better performance. P3M3 assessments range from free self-assessments to more in-depth appraisals costing thousands of euros. 3) Case studies show that higher P3M3 maturity levels generally result in better project performance. Organizations are encouraged to use P3M3 to
P3 m3 intro long
- 1. P3M3 introduction maturity model for PRINCE2 Van Dam Orenda product development consultants Frank van Dam 1
- 2. 1. Introductions 2. Maturity models; names and costs 3. Does it work (higher maturity = better performance?) 4. P3M3 examples P3M3 intro 2
- 3. 1. introductions Van Dam Orenda Product Development Consultants P3M3 intro 3
- 4. Van Dam Orenda: Product development consultants, working on: Creation (development tools and methods) Control (processes, project mgt, in- and external fit) People (team-work, roles, knowledge circulation) registered consulting organisation PRINCE2 ®, MSP ® and P3M3 ®. PRINCE2® is a Registered Trade Mark of the Cabinet Office MSP® is a Registered Trade Mark of the Cabinet Office P3M3® is a Registered Trade Mark of the Cabinet Office The Swirl logo™ is a Trade Mark of the Cabinet Office . P3M3 intro 4 4
- 5. Control Development projects that fit strategy Projects that are on-time and on-budget Stakeholders properly managed We can help you gain more control We assess and improve project management capabilities We teach, coach, fix project teams We help match development processes to controls We help supply chains speak the same project- management -language P3M3 intro 5
- 6. Orenda Clients , 18 yrs Creation 10 x R&D process-improvement Maxi-Cosi, Power Packer, 20 x mechatronics Holec, Atag, Batavus, Philips Healthcare, Koppert Control 15x Positioning, portfolio Nedinsco, Kappa, Stork, BTG, 30 x clustering and financing Sara Lee/DE, Mecon, Netagco, Accredited PRINCE2®, MSP® Norma, VDL- ETG, ECN/ NRG, consultants ministries, KLM People 30x team role analysis, courses VNO-NCW, EVD, KCE, ICM 10x culture analysis P3M3 intro 6
- 7. P3M3 intro 7
- 8. Potato harvester ? changing market; new strategy ? Which product would fit? QFD and project mgt New standard in class Start modular familiy In record time (50%) P3M3 intro 8
- 9. Costprice reduction PMS ? Outsourcing under price pressure ? Buyers and suppliers have different goals Open communication Process-sketch of final customer as translator for both Target Costing, Value-analysis Open calculation on the basis of “live and let live” 30% cost price reduction P3M3 intro 9
- 10. Frank van Dam Mechanical engineer Marketing and finance MBA Product developer Philips, Volvo, ten Cate Consulting company Van Dam Orenda Accredited Prince2 + MSP consulting organisation P3M3 intro 10
- 11. Some of our consultants Frank van Dam Tonny Grimberg (Graham Bosman) ‘58, ir, MBA • ‘52, ing, ir ‘50, MSc, MBA D&E, Volvo, ten • R&D, Philips, programmes, Cate Thales author P3M3 Industry, RO, Infra Industry, infra • Industry, RO P3M3 intro 11
- 12. 2. Maturity Models set-up and big names P3M3 intro 12
- 13. Maturity measured in 5 levels: 13 P3M3 intro
- 14. Maturity models (and their use) General: EFQM / INK (x 103 per year) R&D&E Projects: CMMi (x 103) PWC-survey (x 102) Stage-Gate (x 102) P3M3 (x 102) RACE (x 10) OPM3 (none or a few) P3M3 intro 14
- 15. Competitors pricing; cost to clients Survey € 100 – 200 Appraisal: € 15.000 – 20.000 from approved auditors appraisal: $ 5.000 - $ 10.000 for larger comp., academic for smaller comp; reduced price Survey: $ 300-500, incl comparison Appraisal: $ 3.000 – 5.000 from approved consultant Survey: ???? Free ???? Appraisal: $ 12.500 from approved consultant P3M3 intro 15
- 16. P3M3 = maturity model for PRINCE2, MSP, MoP etc. P3M3 intro 16
- 17. P3M3 in 3 versions 1. Introduction 1 piece of paper / matrix To start discussion 2. Traditional, consultant led Questionnaires, multiple entry or single entry Based on paper version, also on-line version Measures current practice 3. APMG Index Online questionnaires, current and required levels Automatic comparison and report generation P3M3 intro 17
- 18. 1. P3M3 introduction Organisational Organizational complexity A B C At what level complexity No of people <6 7 – 50 50+ involved should we No of departments 1 or 2 3 to 5 5+ Psychological Limited Great operate? distances Type of teams Alll 1 group Loosely differences 1 or a few differences Hierarchy Indication based on BRACE connected real teams of teams Choose A, B or C A B C no of Product / disciplines / How big a process choice knowledge change? composition areas Mono, 1 part or step 1 main + few minor/ sub Few changes X 1 2 Simple grouping / assembly Few main, more minor / sub Gradual change Y 2 3 4 Family, large grouping / assy More main, many sub Radical renewal Z 4 5 Product / process complexity P3M3 intro 18
- 19. 2. P3M3 traditional short input P2 vragen maturity uit P3M3 MPM (input Marcel) level 1 org lowest level is combined level, use judgement! yes sometimes not always never comment 1.01 distinguish line from project x 1.02 does mgt review regularly? x 1 project overall / weighed average is combined score yes sometimes not always never comment 2.01 are project objectives agreed x Soms wordt het ook wel opgelegd vanuit het management of de klant 2.02 changes identified and communicated x 2.03 outline plan for key activities x bij een groot project en kostbaar project wel. Als de klant er specifiek om vraagt ook. P3M3 intro 19
- 20. 2. P3M3 traditional short output Samenvatting scores P3M3 Norma IMS level 1 organisation not (always) lot of times yes lot ofnot (always) yes times level 1 project distinguish line from project are project objectives agreed does mgt review regularly? changes identified and communicated outline plan for key activities level 2 organisation not (always) lot of times yes lot ofnot (always) yes times level 2 project resource allocation supported by sr mgt? objectives + benefits defined and understood? approved by sr mgt before start? key roles in place? does sr mgt monitor benefits, cost, risks? clear definition of scope? scope broken into PBS / PFD? team aware of approach? is there a project plan covering time,resources key stakeholders identified and managed external supliers managed effectively? changes controlled, how? performance for time, cost, quality monitored major risks identified quality controls in place BC as rationale for approval? P3M3 intro 20
- 21. 2. P3M3 traditional long input P3M3 intro 21
- 22. 2. P3M3 traditional long output Level Description Management Control Average 1 Programme management terminology may be used but not consistently. The Yes Always general approach will be focused on project rather than programme level. Some general understanding exists of the concepts of programme Yes Always 2 management and its control mechanisms but adoption is localized. There is a centrally defined and documented approach to a programme Yes 3 management life cycle and controls, and it is applied in all programmes by capable staff that support programme teams. Sometimes Programme management is seen as a key tool for the delivery of strategic Occasionally 4 objectives. Within the programme environment the focus is on improvement of delivery through measurement and analysis of performance. 5 Management controls ensure that the programme approach delivers the Occasionally strategic aims and objectives of the organization. Acceptance of programme management as the optimal approach to strategic delivery is organization-wide. P3M3 intro 22
- 23. Determine the current P3M3 maturity scores using Current Practice Levels the 7 perspectives Complexity Characterise client projects to understand the unique challenges of the organization The system determines the maturity profile that Right Practice Levels results in the highest likelihood of success given the complexity profile The system will generate a report which includes the Report generation analysis of current practice versus right practice and areas for improvement P3M3 intro 23
- 24. 3. P3M3 index input 1 P3M3 intro 24
- 25. 3. P3M3 index input 2 P3M3 intro 25
- 26. 3. P3M3 index output reports Current Prac ce versus Right Prac ce 5 PjM3 Project Management Maturity Level 4 • Complexity scores and profile • 3 Current practice versus Right Practice for: 2 Current Prac ce • 7 perspectives 1 Right Prac ce • 6 generic attributes 0 • Recommended areas for ce es s l t t t t t nt on t iew t ro en en en en en en es me an oc em em em em em em on li ev ta ib i rn lop Pr en tC dR ag ag ag ag ag ag ve ns ng ve um en an ng an an an an Go an po De rE M kM M tM em M oc es a ny improvement al m lde ial ce ts dD ity dR on ag jec Ris efi ru ur nc s bil an ho an Current Prac ce versus Right Prac ce an dE ro Sc a n so a pa M niz ke Be Fin nP les on an Re Ca St a ga ei Ro ing a Or nc m nn • or rie Pl a Detailed descriptions of Right Inf pe Ex Management Control 5 Scru ny and Review Benefits Management Practice controls Informa on and Documenta on 4 3 Financial Management 2 1 Planning and Es ma ng Process Stakeholder Engagement 0 Capability Development Risk Management Experience in Project Management Organiza onal Governance Roles and Responsibili es Resource Management Current Prac ce Right Prac ce P3M3 intro 26
- 27. P3M3 costs per use (once); excl application license type Tool costs (€ k) man costs (€ k) Self-assessment: 0 0 Paper P3M3 0 10 - 15 P3M3 + complexity 1 10 – 15 P3M3 + complexity 5 15 – 20 + Right Practice verification 5 - 10 5 - 10 P3M3 intro 27
- 28. 3. Does it work? (higher maturity = better performance?) P3M3 intro 28
- 29. YES, it works: Research has shown that higher maturity results in better performance At level 1 and 2 there are a large number of organisations with low project performance and a small number with high project performance. At levels 4 and 5 the opposite is true. Global survey of 200 organisations P3M3 intro 29
- 30. Performance = f (maturity) development-projects P3M3 intro Performance van PPP 30 30
- 31. 4. P3M3 examples By Van Dam Orenda P3M3 intro 31
- 32. VDL- ETG 1600 p; 4 plants, Part of very large group Precision manufacturing P3M3 intro 32
- 33. 33 P3M3 intro
- 34. 34 P3M3 intro
- 35. 35 P3M3 intro
- 36. ETG benchmark scores: from 1+ to 3- From individual styles + “bleeder”projects And accompanying score of 1+ To Consistent approach to projects And clear budgets, customer agreement in seconds! But not company-wide yet, hence 3- P3M3 intro p. 36
- 37. Norma 4 companies, 500 p. Ultra high precision manufacturing P3M3 intro 37
- 38. Heroic efforts, inspired by challenge! ‘06 p. 38 P3M3 intro
- 39. Well begun better done, inspired by challenge! ‘07 p. 39 P3M3 intro
- 40. P3M3 intro 40
- 41. How can we help you to improve project maturity? Van Dam Orenda product development consultants PB 62 7620 AB BORNE, NETHERLANDS +31-74 - 250.9155 www.orenda.nl Frank van Dam vandam@orenda.nl nurturing creation 41
- 44. P3M3 intro 44
- 45. P3M3 intro 45
- 46. P3M3 intro 46
- 47. P3M3 intro 47