Bijlagen
1. Voorbeeld van een Project Management Maturity Model
2. Proces Beschrijvingen Governance
2.1 Global Process Description Governance Process 2.2 Detailed Process Description Pre-Project 2.3 Detailed Process Description Start Up 2.4 Detailed Process Description Initiation
2.5 Detailed Process Description Execution & Control
2.6 Detailed Process Description Closing Project
Bijlage 1: Voorbeeld van een Project Management Maturity Model
Project Management Capability Maturity Model
Level Process Area
Scope Management
1 Poor definition of in-scope or out-of-scope item
2 Scope statement developed by supply-side manager, often IT emphasis. Functional Requirements are poor.
3 Functional Requirements are better defined, in-scope and out-of-scope items are identified, causes of rework are identified
4 Scope interdependencies between projects are understood 5 Executive buy-in and project manager exists for all projects 6 Projects are completing within scope most of the time
7 Project teams are using their delivery knowledge of scope interdependencies between projects to meet scope requirements
8 All strategic objectives of the organization are achieved in the FY.
Time Management
1 Project teams are silos. Not aware of team member utilization
2 Project managers understand their project's position among all strategic projects
3 Project managers are using a PGO for info source for delivery acceleration. Opportunities and/or delivery delay threats among strategic projects
4 All important projects are being tracked. Projected scheduling delays are identified.
5 Governance Board is operational and responsible for project portfolio delivery results.
Some projects are deactivated.
6 Some projects are completing early.
7 Everyone understands his or her workload and how it relates to project priorities. Strategic resources are no longer causing project delays.
8 Over 95% of projects are completing on time worst case. 10% of projects are completing early.
Resource Management
1 Resources are sought as tasks begin. Projects start late and most finish late. Project and resource managers fight over resources
2 Resource portfolio established
3 Resource utilization rates known for planned, ETC and actual for 80% of resources.
Strategic resource is identified
4 Resource portfolio applied to plan project delivery dates. Resource labor in electronically
entered by resource
5 Projects are staggered according to availability of strategic resources. The entire customer community is educated about the strategic resource.
6 Resource assignments are calibrated to project portfolio through resource portfolio.
Resource needs are manageable without excessive peaks and valleys.
7 Team-based performance process has been implemented. All resources look for acceleration opportunities and threats
8 Resource utilization rates are stable. Organization is delivering more projects without needing to add resources.
Communications Management
1 Standard reporting process for project delivery status is not implemented 2 Periodic status meetings, reports as requested by management
3 Regular project manager community status meetings to raise delivery visibility
4 Project managers understand the status of other projects in the portfolio and how they relate to their project. Information is available to PM's online.
5 Operations plans are published to Governance Board form the PGO. Sponsors, teams, and other stakeholders have accurate information they need.
6 All project managers and teams have information in time to take preventive action on project threats, and to take advantage of acceleration opportunities.
7 Resource utilization rates are improving and in alignment with project portfolios. Bad multitasking is visibly reduced.
8 Every stakeholder understands and supports the connections between organization goals, projects, resources and assets.
Risk Management
1 Risks are not considered outside of project managers' informal thought process 2 Top risks for major projects have been identified
3 Top project delivery accelerations opportunities and delivery threats are known 4 Contingency plans are developed for delivery that can be mitigated
5 Risk management is normal part of status reporting. Risks mitigation is supported by Governance Board, sponsors and functional management.
6 Project teams are risks seizing opportunities.
7 Portfolios are integrated to allow changes in one project or resource area to be proactively addressed when they impact other projects or resources.
8 The combined project portfolio is balanced so that even several disasters do net affect meeting organization goals
Quality Management
1 Project teams do not understand their customers' needs
2 PGO members are available to help project managers determine customer needs 3 Project team members are focused on meeting customer needs that affect organization
goals.
4 Project managers know the impact of their project on the end customer and the market 5 Metrics are established that support quality goals. Boundaries between functional
disciplines are torn down.
6 Quality issues preventing on-time delivery are documented and being addressed.
7 Metrics, procedures and training are used to accelerate delivery opportunities and decrease delivery threats
8 A process of ongoing improvement is in place, with statistical controls and identification of biggest leverage points for improved quality
Cost Management
1 Costs not estimated or tracked. Project manager does not receive project reports 2 Project portfolio budget identified for fiscal year
3 Project financial (plan vs. actual) are tracked monthly. Total project portfolio cost is available
4 Project managers understand how project acceleration and delay can impact the budget, and take responsibility for it
5 Project vendors, team members and functional executives understand their impact on project financial objectives
6 Project teams are collectively managing their project budget within 10% of budget plan.
7 The Governance Board is taking a global view of all project portfolio costs. Governance Board is balancing the portfolio by investing more in marketing and strategic assets.
8 Governance Board actively reallocates excess project budget to other project work
Procurement Management
1 Vendors and contractors are not considered part of the project team 2 Vendors and contractors are managed to end dates only
3 Contractors are reporting progress monthly. Earlier delivery is sought for critical path items 4 Problem vendors/contractors across projects are identified.
5 Vendors/contractors have incentives to seek delivery acceleration on critical items 6 Subcontractors manage projects using same system as company
7 Vendors are integrated into project planning process and use same procedures and methodology
8 Vendors/contractors cannot be differentiated from organization staff
Project Integration
1 No standard project definitions, terminology, scheduling of methodology is used
2 Projects managed on milestone reporting
3 Standards are applied in group meetings of project managers to seek delivery acceleration opportunities and threats
4 Procedures developed to manage changes, track performance against planned, report on all projects in the portfolio
5 Increased number of project managing professionals. A project management information system is being used throughout life-cycle.
6 Planning process always balances scope, schedule, and resources without overloading the system
7 Project selection is a formal process, adhered to and respected by all functional leaders.
Governance Board demands and supports project management methodology.
8 Project managing maturity is integrated with all other processes and is continually reviewed for improvement.
Bron:
Advanced Project Portfolio Management and the PMO, Kendall & Rollins, J. Ross Publishing, 2003
Bijlage 2: Proces Beschrijvingen Governance
2.1 Global Process Description Governance Process 2.2 Detailed Process Description Pre-Project 2.3 Detailed Process Description Start Up 2.4 Detailed Process Description Initiation
2.5 Detailed Process Description Execution & Control
2.6 Detailed Process Description Closing Project
2.1 Global Process Description Governance Process
2.2 Detailed Process Description Pre-Project
2.3 Detailed Process Description Start-Up
2.4 Detailed Process Description Initiation
2.5 Detailed Process Description Execution & Control
TP
PID
Start Up New Initiative
= Pre Project Initiation Execution &
Control SAMBA
GD Project Manager
ER Draft Decision
Accepted
Rejected
Decision Decision
Accepted
Rejected Rejected Submitted to
Department Head
Submitted to Gove rnance Board GD Department
Head
GD PGO Governing Division Exception Report
Project Execution & Control (Demand)
Accepted by Department Head
Rejected by Department Head
Rejected by PGO
Accepted by Governing Division
Rejected by Governing Division
Department Head Contractor / Team Manager
Contractor
TER Draft Decision
Accepted
Rejected
Decision Decision
Accepted
Rejected Rejected Department Head
Contractor
PGO Portfolio domain Contractor Exception Report
Project Execution & Control (Supply)
Department Head Subcontractor
Submitted for Execution Submitted
to Contractor Accepted by Contractor
Rejected by Contractor
Rejected by PGO
Rejected by Department Head
Quick Reference Card Governance
Accepted by Department Head
Legend:
1. PGO : Project Governance Office 2. ER : Exception Report 3. TER : Teamplan Exception Report
4. TP : Teamplan
5. PID : Project Initiation Document
1 2 3 4
5 6 7 8
Governance Exception
Report
Issue of exception
TER
ER
Issue of exception END
(status)
= Closing
