P3 m3 intro long
-
Upload
van-dam-orenda -
Category
Documents
-
view
307 -
download
3
description
Transcript of P3 m3 intro long
P3M3 introduction maturity model for PRINCE2
Van Dam Orenda product development consultants
Frank van Dam
1
P3M3 intro 2
1. Introductions 2. Maturity models; names and costs 3. Does it work (higher maturity = better performance?) 4. P3M3 examples
1. introductions
Van Dam Orenda
Product Development Consultants
3
P3M3 intro
4
Van Dam Orenda:
Product development consultants, working on:
Creation (development tools and methods)
Control (processes, project mgt, in- and external fit)
People (team-work, roles, knowledge circulation)
registered consulting organisation
PRINCE2 ®, MSP ® and P3M3 ®.
PRINCE2® is a Registered Trade Mark of the Cabinet Office
MSP® is a Registered Trade Mark of the Cabinet Office
P3M3® is a Registered Trade Mark of the Cabinet Office
The Swirl logo™ is a Trade Mark of the Cabinet Office .
P3M3 intro 4
Control
Development projects that fit strategy
Projects that are on-time and on-budget
Stakeholders properly managed
We can help you gain more control We assess and improve project management
capabilities
We teach, coach, fix project teams
We help match development processes to controls
We help supply chains speak the same project-management -language
P3M3 intro 5
Orenda Clients , 18 yrs
Creation 10 x R&D process-improvement
20 x mechatronics
Control 15x Positioning, portfolio
30 x clustering and financing
Accredited PRINCE2®, MSP® consultants
People 30x team role analysis, courses
10x culture analysis
Maxi-Cosi, Power Packer,
Holec, Atag, Batavus, Philips Healthcare, Koppert
Nedinsco, Kappa, Stork, BTG,
Sara Lee/DE, Mecon, Netagco, Norma, VDL- ETG, ECN/ NRG, ministries, KLM
VNO-NCW, EVD, KCE, ICM
P3M3 intro 6
7 P3M3 intro
Potato harvester
? changing market; new
strategy
? Which product would
fit?
QFD and project mgt
New standard in class
Start modular familiy
In record time (50%)
P3M3 intro 8
Costprice reduction PMS
? Outsourcing under price pressure
? Buyers and suppliers have different goals
Open communication
Process-sketch of final customer as translator for both
Target Costing, Value-analysis
Open calculation on the basis of “live and let live”
30% cost price reduction
P3M3 intro
9
Frank van Dam
Mechanical engineer
Marketing and finance MBA
Product developer
Philips, Volvo, ten Cate
Consulting company
Van Dam Orenda
Accredited Prince2 + MSP consulting organisation
P3M3 intro 10
Some of our consultants
Frank van Dam
‘58, ir, MBA
D&E, Volvo, ten
Cate
Industry, RO, Infra
(Graham Bosman)
‘50, MSc, MBA
programmes,
author P3M3
Industry, infra
P3M3 intro 11
Tonny Grimberg
• ‘52, ing, ir
• R&D, Philips, Thales
• Industry, RO
2. Maturity Models
set-up and big names
P3M3 intro 12
Maturity measured in 5 levels:
P3M3 intro 13
Maturity models (and their use)
General:
EFQM / INK (x 103 per year)
R&D&E
CMMi (x 103)
Stage-Gate (x 102)
RACE (x 10)
Projects:
PWC-survey (x 102)
P3M3 (x 102)
OPM3 (none or a few)
14
P3M3 intro
Competitors pricing; cost to clients
Survey € 100 – 200
Appraisal: € 15.000 – 20.000 from approved auditors
appraisal: $ 5.000 - $ 10.000 for larger comp., academic
for smaller comp; reduced price
Survey: $ 300-500, incl comparison
Appraisal: $ 3.000 – 5.000 from approved consultant
Survey: ???? Free ????
Appraisal: $ 12.500 from approved consultant
P3M3 intro 15
P3M3 intro 16
P3M3 = maturity model for PRINCE2, MSP, MoP etc.
1. Introduction
1 piece of paper / matrix
To start discussion
2. Traditional, consultant led
Questionnaires, multiple entry or single entry
Based on paper version, also on-line version
Measures current practice
3. APMG Index
Online questionnaires, current and required levels
Automatic comparison and report generation
P3M3 intro 17
P3M3 in 3 versions
P3M3 intro 18
1. P3M3 introduction Organisational
complexity
No of people involved
No of departments
Psychological distances
Type of teams
Choose A, B or C
A
<6
1 or 2
Alll 1 group
Loosely connected
A
B
7 – 50
3 to 5
Limited differences
1 or a few real teams
B
C
50+
5+
Great differences
Hierarchy of teams
C
Product / process
composition
Mono,
1 part or step
Simple grouping / assembly
Family, large grouping / assy
no of disciplines / knowledge
areas
1 main + few minor/ sub
Few main, more minor / sub
More main, many sub
How big a change?
Few changes
Gradual change
Radical renewal
choice
X
Y
Z
1
2
2
3
4
4
5
Organizational complexity
Product / process complexity
At what level
should we
operate? Indication based on BRACE
P3M3 intro 19
2. P3M3 traditional short input
P2 vragen maturity uit P3M3 MPM (input Marcel)
level 1 org lowest level is combined level, use judgement!
yes sometimes not always never comment
1.01 distinguish line from project x
1.02 does mgt review regularly? x
1 project overall / weighed average is combined score
yes sometimes not always never comment
2.01 are project objectives agreed x Soms wordt het ook wel opgelegd vanuit het management of de
klant
2.02 changes identified and communicated x
2.03 outline plan for key activities x bij een groot project en kostbaar project wel. Als de klant er
specifiek om vraagt ook.
P3M3 intro 20
2. P3M3 traditional short output
level 1 organisation not (always) lot of timesyes yes lot of timesnot (always) level 1 project
distinguish line from project are project objectives agreed
does mgt review regularly? changes identified and communicated
outline plan for key activities
level 2 organisation not (always) lot of timesyes yes lot of timesnot (always) level 2 project
resource allocation supported by sr mgt? objectives + benefits defined and understood?
approved by sr mgt before start? key roles in place?
does sr mgt monitor benefits, cost, risks? clear definition of scope?
scope broken into PBS / PFD?
team aware of approach?
is there a project plan covering time,resources
key stakeholders identified and managed
external supliers managed effectively?
changes controlled, how?
performance for time, cost, quality monitored
major risks identified
quality controls in place
BC as rationale for approval?
Samenvatting scores P3M3 Norma IMS
P3M3 intro 21
2. P3M3 traditional long input
P3M3 intro 22
2. P3M3 traditional long output
Level Description Management Control Average
1 Programme management terminology may be used but not consistently. The general approach will be focused on project rather than programme level.
Yes Always
2 Some general understanding exists of the concepts of programme management and its control mechanisms but adoption is localized.
Yes Always
3 There is a centrally defined and documented approach to a programme management life cycle and controls, and it is applied in all programmes by capable staff that support programme teams.
Yes
Sometimes
4 Programme management is seen as a key tool for the delivery of strategic objectives. Within the programme environment the focus is on improvement of delivery through measurement and analysis of performance.
Occasionally
5 Management controls ensure that the programme approach delivers the
strategic aims and objectives of the organization.
Acceptance of programme management as the optimal approach to strategic
delivery is organization-wide.
Occasionally
Determine the current P3M3 maturity scores using
the 7 perspectives
Characterise client projects to understand the
unique challenges of the organization
The system determines the maturity profile that
results in the highest likelihood of success given
the complexity profile
The system will generate a report which includes the
analysis of current practice versus right practice
and areas for improvement
Current Practice Levels
Complexity
Right Practice Levels
Report generation
P3M3 intro 23
P3M3 intro 24
3. P3M3 index input 1
P3M3 intro 25
3. P3M3 index input 2
0
1
2
3
4
5
ManagementControl
BenefitsManagement
FinancialManagement
StakeholderEngagement
RiskManagement
Organiza
onalGovernance
ResourceManagement
RolesandResponsibilies
ExperienceinProjectManagement
CapabilityDevelopment
PlanningandEsmangProcess
InformaonandDocumentaon
ScrunyandReview
PjM
3ProjectManagementMaturityLevel
CurrentPrac ceversusRightPrac ce
CurrentPrac ce
RightPrac ce
0
1
2
3
4
5ManagementControl
BenefitsManagement
FinancialManagement
StakeholderEngagement
RiskManagement
Organiza onalGovernance
ResourceManagementRolesandResponsibili es
ExperienceinProjectManagement
CapabilityDevelopment
PlanningandEs ma ngProcess
Informa onandDocumenta on
Scru nyandReview
CurrentPrac ceversusRightPrac ce
CurrentPrac ce RightPrac ce
• Complexity scores and profile
• Current practice versus Right
Practice for:
• 7 perspectives
• 6 generic attributes
• Recommended areas for
improvement
• Detailed descriptions of Right
Practice controls
P3M3 intro 26
3. P3M3 index output reports
P3M3 costs per use (once); excl application license
type
Self-assessment:
Paper P3M3
P3M3 + complexity
P3M3 + complexity
+ Right Practice
verification
Tool costs (€ k)
0
0
1
5
5 - 10
P3M3 intro 27
man costs (€ k)
0
10 - 15
10 – 15
15 – 20
5 - 10
3. Does it work?
(higher maturity = better performance?)
P3M3 intro 28
YES, it works: Research has shown that higher maturity
results in better performance
At level 1 and 2 there are a large number of organisations with low project performance and a small number with high project performance. At levels 4 and 5 the opposite is true.
Global survey of 200 organisations
P3M3 intro 29
Performance van PPP 30
Performance = f (maturity)
development-projects
P3M3 intro 30
4. P3M3 examples
By Van Dam Orenda
31
P3M3 intro
VDL- ETG
1600 p; 4 plants,
Part of very large group
Precision manufacturing
P3M3 intro 32
P3M3 intro 33
P3M3 intro 34
P3M3 intro 35
From individual styles + “bleeder”projects
And accompanying score of 1+
To
Consistent approach to projects
And clear budgets, customer agreement in seconds!
But not company-wide yet, hence 3-
P3M3 intro p. 36
ETG benchmark scores:
from 1+ to 3-
Norma
4 companies, 500 p.
Ultra high precision manufacturing
P3M3 intro 37
P3M3 intro
p. 38
Heroic efforts,
inspired by challenge!
‘06
P3M3 intro
p. 39
Well begun
better done,
inspired by challenge!
‘07
P3M3 intro 40
How can we help you to
improve project maturity?
Van Dam Orenda product development consultants
PB 62
7620 AB BORNE, NETHERLANDS
+31-74 - 250.9155
www.orenda.nl
Frank van Dam
nurturing creation 41
Additional screenshots
P3M3 intro 42
P3M3 intro 44
P3M3 intro 45
P3M3 intro 46
P3M3 intro 47