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The Revolutionary
Strategic Project Management
Maturity Model
(SPM3)™
PRESENTED BY:
*This presentation was selected for an encore performance at the 2007 PMI Global Congress
Making a Difference,
Transforming, Leading,
Adding Value
Presentation Objectives
When this session is completed, you will be able to:
Program management
Define Define Long Define Targeted Identify Study and Compare Select the Manage the
Projects Optimum
Strategic Range Business Needs Solutions Evaluate Within Mix of Entire Portfolio
Intent Goals (Short-Term Goals) (Projects) Projects Portfolios Projects (ALL Projects)
Usefulness as a Tool for long range goals are vague, non- long range goals are identified, but are long range goals are identified and are long range goals clearly support
long range goals are prioritized
Project Identification specific, or non-existent constantly changing reasonably stable business plan
Development and Communication of the effects of projects on satisfying
Long Range Strategic Goals Verification that Projects organization doesn't explicitly connect cause-effect between long range
long range goals is regularly
specific performance targets the company hopes to are Addressing LR Goals project results to long range goals goals and projects could be explained
achieve, normally within a 3-5 year horizon
evaluated
Usefulness as a Tool for identified from bottom-up; expressed generally focus on outcomes rather stated as business outcomes, not as expressed as quantified business address the entire organization, and
Project Investigation as deliverables or solutions than outputs product or technology terms objectives, NOT solutions are balanced across organizations
Identification of Targeted
Business Needs a lot of blue-skying: not realistic or can be marginally realistic and realistic and achievable; reasonably
specific, quantified, a time-bound business objectives, Feasibility Potential
achievable in both scope and volume achievable if managed properly balanced across resource groups
often developed as part of an annual planning
cycle
cross-functional effects are clear, verifiable ties exist between
Development Methodology PM personnel involved in process
considered long range goals and strategic intent
Level of Process Definition process does not exist; no real process exists, but routinely violated good process exists, but not always rational, data-based process is
process exists, but not data-driven
& Compliance attempt to establish priority or overruled followed defined and followed
Project Prioritization Methodology proposals are given their priority financial standards are used to Proposals are analyzed and prioritized
techniques for assessing the relative attractiveness of Application of Financial some financial standards are used to post-project life cycle impacts are
"unofficially", often via power, politics, evaluate proposals within each within each portfolio category using
proposed project initiatives; includes use of absolute Evaluation Methods prioritize the overall list thoroughly examined
(financial) and evaluative (non-financial) criteria or personal agendas portfolio category rigorous financial criteria.
Application of a Business simple business cases (<4 pages) are business cases are prepared for large business cases are prepared for all one responsible party is assigned for
business cases are not used
Case Approach used projects only projects each business case
Level of Process Definition no process defined for how to analyze good process exists, but not routinely good process exists, and is generally process is robust and comprehensive,
minimal process documentation exists
and Compliance alternative solutions followed due to time pressure, etc. followed and well-followed
Project Investigation Methodogy
the response to targeted business needs; a stakeholders fully understand what the
Level of Analytical Rigor a few sentences, and the project is alternatives are analyzed according to
rigorous assessment of alternative solutions and "solution-jumping" is the norm several alternatives are identified proposed project will deliver for the
execution approaches, leading to project scope Designed Into Process "off and running" established criteria
organization
definition
someone within the originating 1-2 people from both the originating all affected stakeholders are involved
Amount of Cross-Functional small team studies a few alternative many stakeholders input into a good
organization identifies "the obvious organization and a functional unit in a thorough investigation and
Involvement solutions analysis of alternative solutions
solution" consider a couple of options analysis of potential solutions
How the SPM3™ Model is Structured
3. Identification of Targeted
Business Needs
3 4 3
Alpha
1.95 1.00 0.30 3.25 4
4 3 2
Beta 2.60 0.75 0.20 3.55 3
4 4 4
Omega 2.60 1.00 0.40 4.00 1
3 5 5
Theta 1.95 1.25 0.50
3.70 2
Introducing… the Strategic Dimensions
A Good A Not-So-Good
Project Project
ROI ROI
Project Project
Expenditure Expenditure
Optimizing the Project Mix
Using the “Efficient Frontier” Method
Optimal
ROI
Cumulative
Return on
investment
Budget
Limit
Cumulative Project
Expenditure
Introducing… the Strategic Dimensions
MATURITY CHARACTERISTICS:
1 2 3 4 5
connections organization
non-specific organization has structure used
between uses strategic
statements of a clear business includes all aspects
strategic intent intent as a
mission, vision, plan, but it is not of organization's
and projects core approach
and values are explicitly tied to business; project
are clearly in project
in place projects links are possible
established identification
A Sampling of Maturity Characteristics…
STRATEGIC
DIMENSION Coordination Across Project Portfolios
DIMENSION
PINPOINT Resource Capacity Management
MATURITY CHARACTERISTICS:
1 2 3 4 5
there is no real a work request a system to track resource supply project
attempt to resource vs. demand is resourcing is
management well-regulated
manage or system is in utilization is in monitored and via periodic
control resource place, but control place, but not managed review of the
utilization is still lacking well-managed reasonably well entire portfolio
SPM3™ Application #1:
You Can Conduct a High-Level Diagnosis
…taking a
…mature? …immature? “shotgun approach”?
SPM3™ Application #2:
You Can Perform a Detailed Assessment
BIZ BEGETS
SPM3
CARD MODEL
If You Wish To Contact Me…
(585) 820-3660
msginc@frontiernet.net