Our Assessment Model will be employed to identify incremental steps to improve how a company manages its projects and to increase the likelihood of achieving project success. The assessment model looks at each of the project management knowledge areas and the enablers, critical elements, and processes associated with them. If the benefits derived from project management increase in proportion to how well project management processes are used, the intent of the assessment model is to help organizations better use the project management processes, elements, and enablers
The assessment Model consists of five levels,
The benefit of providing a framework for introducing and/or maturing the program management model within an organization is that it provides a structured approach for setting direction, initiating actions, driving decisions, and changing the cultural components of the enterprise
The proposed maturity model will have four stages
A robust development life cycle methodology has been proposed which establishes a consistent framework to synchronize the cross-project, cross-discipline work within a program. Once the life cycle is established, the supporting program management processes are developed and put into practice. Also in stage two, the program manager takes on the business management responsibilities associated with his or her program. This means focusing on creating the business case for the program; establishing and managing to the business success criteria; monitoring the market, customers, and competitors; and ensuring continued alignment of the program to business strategy.
With the establishment of effective program management methodologies and processes, as well as consistency in the practices involved in managing programs to success, an organization is ready to move from stage two to stage three. The focus of the transition from stage two to three is on establishing the correct set of metrics to measure performance and a suite of tools to generate the measures.
The final stage of program management maturity is the introduction of an enterprise program management office (PMO). The PMO addresses two of the most common problems that arise as the use of program management increases within an organization. First is the need for consistency in the definition, planning, and execution of all programs within a business unit. Without consistency across the portfolio of programs, business results are not predictable or repeatable on a recurring basis. Second is the need for a single program management point of contact within an organization as shown