To reach maturity levels 4 and 5 the organisation must be able to quantitatively assess its performance and use this information to improve continuously.
The guiding principle of level 4 is that performance is measured quantitatively. In progressing from level 3 maturity to level 4 maturity, an organisation is moving from a focus on being effective to a focus on becoming efficient, whilst remaining effective.
In the Praxis approach to assessing capability maturity, these high level functions are assessed as part of the portfolio management processes.
It would be possible to identify attributes for individual processes at level 4 but the principles of quantitatively measuring performance are common to all processes.
Praxis uses four high level functions from the knowledge section to assess maturity at levels 4 and 5. These address broad aspects of the setting of individual projects, programmes and portfolios, together with the professionalism of those who deliver them.
Level 4
Indicators | Level 4 attributes |
|
|---|---|---|
P3 delivery performance | A body exists that is accountable for the performance of projects, programmes and portfolios across the host organisation. Delivery of objectives is quantitatively measured and recorded. | The body that ‘owns’ all projects, programmes and portfolios within the organisation can take many forms. It could be a company Board, a Portfolio Board or a specially constituted group such as a P3 Management Office (PMO). |
Communities of Practice | A community of practice exists for P3 management. This community has responsibility for defining and measuring P3 management performance criteria. | In smaller organisations a single community of practice covering all of P3 management will suffice. As the complexity of projects, programmes and portfolios increases it may be appropriate to have communities that cover specialist areas such as risk management or assurance. |
Knowledge management | The knowledge management system records data from the quantitative measurement of functions and processes. It can identify strengths, weaknesses and trends. | Many knowledge management systems are designed to manage textual information such as lessons learned. At level 4 the system needs to enable the quantitative analysis of performance data. |
Learning and development | Learning and development programmes include formal assessments to quantify levels of individual knowledge and performance. | This is not referring to tests or qualifications that develop competent people as they are a requirement of level 2. Level 4 learning and development is about collective assessment to confirm that levels of knowledge and competence are being maintained and the return on investment is understood. |
Level 5
The guiding principle of level 5 is that performance metrics are used to continuously improve the delivery of projects, programmes and portfolios. Continuous improvement can be slow and incremental or achieved in significant steps. The latter will usually come through significant innovation and change to the management processes.
Indicators | Level 5 attributes |
|
|---|---|---|
P3 delivery performance | A body exists that is responsible for continuous improvement of the delivery of projects, programmes and portfolios across the host organisation. This body has authority in areas within the host organisation that constitute the environment of each project programme or portfolio. | The ability to deliver objectives is often affected by factors outside the core P3 discipline and profession. To achieve continuous improvement the body that ‘owns’ all projects, programmes and portfolios must have some degree of authority in the environment outside the P3 domain. |
Communities of Practice | The community of practice is actively involved in similar communities external to the host-organisation. It is involved in benchmarking, identification of innovative approaches and implementation of changes to the host organisation’s systems and processes. | The community (or communities) of practice will maintain external links to other organisations and professional bodies to identify innovations that may deliver step change in the continuous improvement. |
Knowledge management | The knowledge management system is used to identify areas for improvement and track the effect of changes to the host organisation’s systems, procedures and processes. | The knowledge management system may not include analysis tools but must allow interrogation that delivers suitable data to analysis tools. |
Learning and development | Learning and development programmes include formal continuing professional development (CPD) processes. | At this level the organisation will expect P3 managers to take responsibility for their personal development and will track the effort put into CPD. |
