PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office. 4 JUNI 2013 DE WENDBARE ORGANISATIE 16E BPUG SEMINAR Praktijkcases: P3M3 volwassenheidsmodel Bert Hedeman & Henny Portman
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
4 JUNI 2013
DE WENDBARE ORGANISATIE
16E BPUG SEMINAR
Praktijkcases: P3M3 volwassenheidsmodel
Bert Hedeman & Henny Portman
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Biography: Henny Portman
Now:
• PMO Consultant for Insurance/Investment Management
• Partner Hedeman Consulting
• APMG certified PRINCE2 trainer
• Co-owner Project Management portal, Blog
• Author of PM articles and books
• Joined ING in 1981
• Tiel Utrecht Verzekeringen: Developer/Analyst/Head System Development
• Consultancy ING Fatum Paramaribo, Suriname
• ING Investment Management Nederland: Head IT
• ING Investment Management Europe: PMO Head
• ING Insurance Central Europe: Regional PMO head
• ING Insurance STO: Global PMO Head
• I build hub and spoke PMO’s in Europe and Asia
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
25 jaar project- en programmamanager
10 jaar professionaliseren organisaties, doorvoeren veranderingen
Adviseur directies bij invoering besturing project, programma en portfolio’s
Coach project- en programmamanagers
Trainer PRINCE2, MSP, P3O, MoP, M_o_R en IPMA
Auteur en redacteur van verschillende boeken
Bert Hedeman
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Agenda
• Intro
• Volwassenheidsmodellen
• Theorie
• Voorbeelden OPM3, P3M3, P2MM
• Praktijkvoorbeelden
• ING Verzekerings Mij’en Oost-Europa
• Totaal ING Europa
• AZL
• Leerpunten
4
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Studies laten zien dat meer dan 50% van de projecten niet succesvol zijn
Organisaties willen succesgraad en voorspelbaarheid van hun initiatieven verbeteren
Volwassenheidsmodellen:
• Gestructureerde verzameling van karakteristieken van effectieve processen en competenties, die de succesgraad en voorspelbaarheid van initiatieven verbeteren
Volwassenheidsmodellen levert:
• Helder startpunt
• Gemeenschappelijke taal en visie
• Visualiseert gap tussen huidige status en ambitieniveau
• Raamwerk voor het prioriteren van uit te voeren acties
Volwassenheidsmodellen
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Volwassenheidsniveaus
Initieel
Herhaalbaar
Gedefinieerd
Beheerst
Geoptimaliseerd
1
2
3
4
5
chaotisch, ad hoc, heroïsch
gepland en bewaakt, gestandaardiseerd
geïntegreerd, geïnstitutionaliseerd
meetbaar bestuurd, gekwantificeerd
continue excelleren, voortdurend verbeterend
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Volwassenheidsniveaus
7
Zekerh
eid
Verdeling project resultaat
Geld / Tijd
Level 1 – Initial Chaotic, Ad hoc, Heroic The starting point for use of a new process
Based on material Carnegie Mellon University
Doel
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Volwassenheidsniveaus
8
Zekerh
eid
Doel
Geld / Tijd
Level 2 – Repeatable Process discipline The process is used repeatedly
Based on material Carnegie Mellon University
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Volwassenheidsniveaus
9
Zekerh
eid
Level 3 – Defined Embedded The process is defined/confirmed as a standard business process
Based on material Carnegie Mellon University
Geld / Tijd
Doel
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Volwassenheidsniveaus
10
Zekerh
eid
Level 4 – Managed
Quantified
Process management and
measurement takes place
Based on material Carnegie Mellon University
Geld / Tijd
Doel
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Volwassenheidsniveaus
11
Zekerh
eid
Level 5 – Optimising Process improvement Deliberate optimisation / improvement
Based on material Carnegie Mellon University
Geld / Tijd
Doel
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Some models
12
• Portfolio, Programme, Project Management Maturity Model (P3M3)
• PRINCE2 Maturity Model (P2MM), derived from P3M3
• Organizational Project Management Maturity Model (OPM3)
• PMO Maturity Cube
• PPM Maturity Model (Gartner, Program and Portfolio Management Maturity Model)
• Kerzner Project Management Maturity Model (KPM3)
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
OPM3 model
13
• Organizational Project Management Maturity model
• Ontwikkeld door PMI
• Raamwerk voor beoordelen en verbeteren van bekwaamheden van een
organisatie op gebied van project-, programma- en portfoliomanagement
• Gebaseerd op een aantal elementen:
• Knowledge foundation: gebaseerd op PMI practices (bv. PMBoK)
• Assessment: het meten van bekwaamheden t.o.v. OPM3 standaard
op basis van ca. 500 best practices vaststellen volwassenheidsniveau
van onderliggende bekwaamheden
• Improvement: identificeren van verbeterpunten > verbeterplan
Proces-
gebied
Best
Practice
Bekwaam-
heid
Uitkomst
KPI
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
P3M3 model
14
• Project, Program, Portfolio Management Maturity Model
• Ontwikkeld door OGC, in licentie bij Cabinet Office
• Raamwerk voor beoordelen en verbeteren bekwaamheden van een
organisatie op gebied van PPP-management
• Speciale toepassing PRINCE2 Maturity Model (P2M2)
• Gebaseerd op:
• Voor 5 niveaus en 7 procesperspectieven en 3 toepassingsgebieden
• Generieke (3x7x48) en specifieke attributen (278, 268, 230 )
• Attributen zijn indicaties van een proces- en gedragsvolwassenheid
Decide
assessment scope Decide approach
Determine suitable
assessors
Complete
assessment
Decide
assessment
scope
Analyse
assessment
results
Decide approach
Determine
suitable
assessors
Complete
assessment
Analyse
assessment
results
Project
Management
(PjM3)
Management
Control
Benefits
Management
Financial
Management
Stakeholder
Engagement
Risk
Management
Organizational
Governance
Resource
Management
Involving those
who care and
those who need
to care
Getting and
managing the
money to do it
Managing
uncertainty
Why we want to
do what projects
Making sure we
have the capacity
to deliver
Level 1 –
Awareness of process
Level 2 –
Repeatable process
Level 3 –
Defined process
Level 4 –
managed
Level 5 –
Optimized process
Generic Attributes
Specific Attributes
Process perspectives
Verifying that
projects progress
as planned and
within their
authority
Ensuring/
providing our
projects are/were
worthwhile doing
in the eyes of the
stakeholders
Consider next
steps
Generic Approach to P3M3
self-assessment
Planning
Information Management
Scrutiny and review
Skills and competences
5 levels x 7 perspectives
Ma
turity
leve
ls
Key focus
P2MM (PRINCE2 Maturity
Model) is a standard which
provide a framework with
which organizations can
assess their current adoption
of PRINCE2 and put in place
improvement plans, P2MM
is derived from P3M3.
March 2013, Henny Portman ©
Programme
Management
(PjM3)
Portfolio
Management
(PfM3)
Individual models
P3M3
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Volwassenheidsmeting bij BU’s in Oost Europa
16
• Doelstelling: geen formele benchmark, maar
• Vaststellen waar we staan en waar we van elkaar kunnen leren
• Aanpak / proces / resultaten
• Op basis van P3M3 model vragenlijst gemaakt. Op dat moment gekozen voor project
en portfolio management
• Iedere BU (via PMO Hoofd) vult vragenlijst in
• Gezamenlijk (alle PMO hoofden) toetsen elkaar
• Resultaten (per aandachtsgebied) analyseren: waar zitten zwakke en sterke BU’s
• BU aktieplannen maken op basis van uitkomst en eigen ambitie niveau
• Hierbij maken de “zwakkere” BU’s gebruik van de “sterkere” BU’s
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17
Project Management Maturity Model (P3M3) Assessment shows that we are moving towards L2 (situation 2010)
P3M3 v2.0 Self Assessment ING Ins Central Europeend 2009
5 5 5 5 5 5 Level 5 - optimized process
4 4 4 4 4 4 Level 4 - managed process
3 3 3 3 3 3 Level 3 - defined process
2 2 2 2 2 2 Level 2 - repeatable process
1 1 1 1 1 1 Level 1 - awareness of process
Our organization can
be best characterized
as having:
Maturity
Po
lan
d
Cze
ch
& S
low
ak R
up
ub
lic
Ro
ma
nia
Hu
ng
ary
Gre
ec
e
Sp
ain
Total Maturity level 2 2 2 2 1 1
Portfolio 3 3 2 3 2 2
Programme 1 1 1 1 1 1
Project 4 2 2 2 2 2
Portfolio 1 3 2 2 1 2
Programme 1 1 1 1 1 1
Project 2 3 2 2 2 2
Portfolio 3 2 2 2 1 1
Programme 1 1 1 1 1 1
Project 4 3 3 2 1 1
Portfolio 1 2 2 2 1 3
Programme 1 1 1 1 1 1
Project 3 2 2 2 2 3
Portfolio 2 3 2 2 1 2
Programme 1 1 1 1 1 1
Project 3 3 2 2 2 2
Portfolio 3 3 2 2 2 2
Programme 1 1 1 1 1 1
Project 4 3 3 2 2 2
Portfolio 2 2 2 2 1 2
Programme 1 1 1 1 1 1
Project 3 2 2 2 2 2
Programme Management out-of-scope
highest score (max 2 countries)
lowest score (max 2 countries)
Our approach to
stakeholder management
is best described by:
We deliver organizational
governance by:
Our resource
management is best
described by:
Our management control
is best described by:
Our benefits
management is best
described by:
Our financial
management is best
described by:
Our risk management is
best described by:
Country:
Question FocusLevel 1 -
awareness of process
Level 2 -
repeatable process
Level 3 -
defined process
Level 4 -
managed process
Level 5 -
optimized processSelect Level
1 Our organization
can be best
characterized as
having:
Maturity 1 1 0 0 0
2
Portfolio 1 1 1 0 0 3
Programme 1 0 0 0 0 1
Project 1 1 1 1 0 4
Portfolio 1 0 0 0 0 1
Programme 1 0 0 0 0 1
Project 1 1 0 0 0 2Portfolio 1 1 1 0 0 3
Programme 1 0 0 0 0 1Project 1 1 1 1 0 4Portfolio 1 0 0 0 0 1
Programme 1 0 0 0 0 1Project 1 1 1 0 0 3Portfolio 1 1 0 0 0 2
Programme 1 0 0 0 0 1
Project 1 1 1 0 0 3
Portfolio 1 1 1 0 0 3
Programme 1 0 0 0 0 1Project 1 1 1 1 0 4Portfolio 1 1 0 0 0 2
Programme 1 0 0 0 0 1Project 1 1 1 0 0 3
Portfolio 1 0 0 0 0 1
Programme 1 0 0 0 0 1Project 1 0 0 0 0 1
PfM3
Level 1 -
awareness of process
Level 2 -
repeatable process
Level 3 -
defined process
Level 4 -
managed process
Level 5 -
optimized process
Management Control1 1 1 0 0
Benefits
Management1 0 0 0 0
Financial
Management
1 1 1 0 0
Risk
Management
1 0 0 0 0
Stakeholder
Management
1 1 0 0 0
Organizational
Governance
1 1 1 0 0
Resource
Management
1 1 0 0 0
PgM3
Level 1 -
awareness of process
Level 2 -
repeatable process
Level 3 -
defined process
Level 4 -
managed process
Level 5 -
optimized process
Management Control1 0 0 0 0
Benefits
Management1 0 0 0 0
Financial
Management
1 0 0 0 0
Risk
Management
1 0 0 0 0
Stakeholder
Management
1 0 0 0 0
Organizational
Governance
1 0 0 0 0
4 Our financial
management is best
described by:
P3M3 v2.0 Self Assessment Poland
2 Our management
control is best
described by:
7 We deliver
organizational
governance by:
8 Our resource
management is best
described by:
9 Does the
organization:
5 Our risk
management is best
described by:
6 Our approach to
stakeholder
management is best
described by:
3 Our benefits
management is best
described by:
Level 1 -
awareness of process
Level 2 -
repeatable process
Level 3 -
defined process
Level 4 -
managed process
Level 5 -
optimized process
Management Control
1 1 1 1 0
Benefits
Management
1 1 0 0 0
Financial
Management
1 1 1 1 0
Risk
Management
1 1 1 0 0
Stakeholder
Management
1 1 1 0 0
Organizational
Governance
1 1 1 1 0
Resource
Management
1 1 1 0 0
PjM3
Do not put content
on the brand
signature area ING 1
Do not put content
on the brand
signature area
Orange
RGB= 255,102,000
Light blue
RGB= 180,195,225
Dark blue
RGB= 000,000,102
Grey
RGB= 150,150,150
ING colour balance
Guideline
www.ing-presentations.intranet PMO Spain - Action Plan I
Q2 2010M. AlvarezS. Olabarri
Involvement of Management Team and Product development responsibles
Involve PMO once product idea startsReduce product definition duration
Q4 2010M. AlvarezS. Olabarri
Keep on insisting on the importance of thisstage
Awareness on Initiation stages of projectsdon’t jump this stage
Don’t startexecution of Projects tooearly
Q4 2010M. AlvarezS. Olabarri
Management Team has to be more stricton the rationale behind the projectsapproval
Be more strict with Business Cases andBenefits realization of projects
Do the rightprojects
Q1 2010PMsMore discipline in using Project Boardmembers
Projects Issues/Change requests have to be formalized by Project Boards according totolerances
Committment
Q1 2010PMsUse of progress report, cost and man/daystracking for Initiation stages with long duration. Mandatory for Productdevelopment and LSS approach initiatives
Long initiation stages of projects (speciallyProduct development and LSS initiatives) must be under control
Q1 2010PMsCall a monthly meeting with the Project BoardProject Owners should attend the weeklyprogress meeting in order to show certaincommitment
Projects Board members have to be more involved in their projects
Control long Initiation stages
Q4 2010M. AlvarezProposal to the Management TeamProject Board members must be accountable for projects and have targets for them
Accountability
Q4 2010M. AlvarezProposal to the Management TeamFunctional lines must have targets forprojects
Deadline Status (G,A,R) + explanation
ResponsibleWhat I need to make it happenProposed ActionIssue
Pro
jec
t B
oa
rdB
es
t P
racti
ces
Develop
local
Action
Plans
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Volwassenheidsmeting bij BU’s in Europa
18
• Doelstelling: geen formele benchmark, maar
• Vaststellen waar we staan en waar we van elkaar kunnen leren, en
• Hoe worden processen nu ondersteund door hulpmiddelen (PPM tools)
• Aanpak / proces / resultaten
• Op basis van P3M3 model vragenlijst gemaakt. Inclusief vragen mbt tooling (hierbij
ook gebruik gemaakt van materiaal van Odysseus/Deloitte) Iedere BU (via PMO
Hoofd) vult vragenlijst in
• Gezamenlijk (alle PMO hoofden) toetsen elkaar
• Resultaten (per aandachtsgebied) analyseren: waar zitten zwakke en sterke BU’s
• Beoordelen toolgebruik in relatie tot volwassenheid individuele organisatie
• Invoeren centrale tools pas als processen en volwassenheid in lijn liggen
• BU aktieplannen maken op basis van uitkomst en eigen ambitie niveau
• Hierbij maken de “zwakkere” BU’s gebruik van de “sterkere” BU’s
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on the brand
19 19
In 2012 we performed a P3M3 maturity assessment accross 16 BU’s. Results
were used in a PPM Feasibility Study
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
AZL: Pensioenuitvoerder (NN)
20
• Doelstelling vaststellen en aantonen huidige status
• Plus raamwerk voor verbeteringen
• In samenwerking met Hogeschool Zuyd
• Na vergelijking methoden P3M3 als basis
• Engels een probleem > standaard vragenlijst vertaald
• Keuze voor algemene beschrijvingen per niveau per
perspectief voor projecten, programma’s en portfolio
• Interviews met 14 personen uit de organisatie
• Aandacht voor reflectie vanuit het management
• Vaststellen actiepunten vanuit overall perspectief
• Eerst basis op orde voordat wordt uitgebouwd
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
Leerpunten
21
• Communiceer doelstelling volwassenheidsmeting
• Buy in van senior management
• Interne vergelijking een krachtig instrument om elkaar op een hoger plan te tillen.
Vraagt wel om een positieve houding m.b.t. samenwerking.
• Stel vooraf de reikwijdte en ambitieniveau vast, voordat je gaat meten
• Bepaal de doelgroep (ook buiten de PM(O) community
• Vragenlijsten roepen weerstand op
• Hoe gedetailleerd ga je te werk
• Zelf laten invullen versus interviews
• Interviews max 1 a 2 uur.
• Combinatie is ook mogelijk. Vragenlijst > analyse > interview
PRINCE2®, MSP®, MoP®, M_o_R®, MoV® and P30® are registered trade marks of the Cabinet Office.
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