Our assessment model

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,

• • Level 1 being the lowest and named "Need Awareness" When some project management methodologies are developed and implemented, an organization may reach

• • Level 2, which is "Organized and Documented" With better project management practices used and adapted, it will promote to the next level

• • Level 3, which is "Bought In/Integrated." A separate model for program and portfolio management

• • Level 4 which will have basic model as "Portfolio Management," which is acquired through measured and controlled project management processes. 
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  • Level 5 here is "Continuing Improvement," which comes through with a focus on process improvement.

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

• Stage 1 is "Organization," which is the foundation upon which program management is built. It is critical that the right organizational structure, management governance, and roles and responsibilities be put in place for the program management model to yield effective business results.
• Stage 2 is "Methods and Processes," which establishes the core development life cycle framework and the primary program and project management methodologies and associated processes to consistently manage programs to success.
• Stage 3, "Metrics and Tools," brings in a consistent and effective set of metrics to measure the achievement of the business objectives driving the need for each program. Additionally, a suite of program management tools are phased into the organization to support increased productivity and efficiency.
• Stage 4, "The Enterprise Program Management Office," establishes program management as a true function within the organization on par with the other key development functions. This stage brings a strong alignment between business strategy and program execution, consistency in business results across programs, and development of a true program management career path and competency development

A robust development agile 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 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