How to Justify Management of Complex Projects


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Presentation slides from APMG International webinar on managing complex projects.

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  • P3M3 stands for Portfolio, Programme, and Project Management Maturity Model. It was first released in 2006 and has recently undergone an extensive refresh to bring it in line with other Office of Government Commerce (OGC) publications – in particular the significant update to Managing Successful Programmes and the increasing recognition of the value of Corporate Portfolio Management.

    The P3M3 is an enhanced version of the Project Management Maturity Model itself, based on the process maturity framework that evolved into the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM). The SEI experience between 1986 to 1991 indicated that maturity questionnaires provide a simple tool for identifying areas where an organisation’s processes may need improvement, but unfortunately the questionnaire was often regarded as ‘the model’ rather than as a vehicle for exploring process maturity issues.
    The value of maturity models to my organisation?

    Many organisations have invested in having a consultancy design and implement a methodology, followed this up with training to qualified staff (many of whom may have moved on) and yet they still don’t see the return on investment which was written into the business case. Furthermore, they may find they deliver some initiatives well while others are complete flops, and they don’t know why.

    Organisations that are not mature can still deliver outstanding results as well as very poor results. This is because success is linked to individuals or groups of individuals and as such they are at risk of those people moving on. The approach has not been embedded into the way the organisation functions or into its internal governance arrangements.
    P3M3 is designed to enable organisations to understand their current level of maturity and highlight areas that would give them the most value and performance improvement in the short and long terms.

    (Source: P3M3 ® Maturity Models, APMG 2008, page 2)

  • How to Justify Management of Complex Projects

    1. 1. APMG International Webinar Show Me The Evidence – How To Justify Your Management Of Complex Projects Wednesday 21 May 2014 / 12:00 AEST Presenter: Lawrie Kirk, APMG-International
    2. 2. Agenda  Welcome & introduction  Mark Croxford, APMG International  Show Me The Evidence – How To Justify Your Management Of Complex Projects  Lawrie Kirk Consulting Services Executive – APMG International  Q&A  Further information  Close
    3. 3. About APMG International  Global examination & accreditation institute  Examination Institute (EI) for the AXELOS Global Best Practice portfolio (ITIL®, PRINCE2®, MSP®, etc)  Extensive portfolio of professional management certification schemes aimed at improving business processes, capability and results  Work with key industry partners (e.g. AXELOS, CMI, DSDM Consortium, IAITAM, IPMA, ISACA, itSMF) to promote best practice  300+ Accredited Training (ATOs) and Consulting (ACOs) organizations with 1500+ approved trainers and consultants  18000+ candidates per month  Full details at
    4. 4. Your presenter…. Lawrie Kirk Consulting Services Executive – APMG-International  Previously  Registered PPM and PRINCE2 trainer  Accredited P3M3 assessor, alpha reviewer for the P3M3 refresh  Today  APMG’s consulting services lead for AAPJ  Global leadership role of APMG’s maturity assessment services  Master of Philosophy (ANU)
    5. 5. How can you objectively assess the complexity of a project? How can you objectively measure the organisation maturity required to manage complexity? How can you benchmark and objectively assess the controls needed to manage a project of a given complexity?
    6. 6. Does complexity matter? KPMG commissioned Lighthouse Global to carry out a study of the causes and impact of complexity among large companies – 40 percent of the companies have global revenues of US$1 billion or more – in 22 countries; 1,400 interviews were conducted with senior executives including CEOs, CFOs, and finance directors. Source:, 2010, p4
    7. 7. Source:,2010, p13 Potential for cost savings....
    8. 8. What opportunities does managing complexity offer?... Source:, 2010, p9
    9. 9. Source:, 2010, p5
    10. 10. How can we objectively measure project complexity and the capability of an organisation to manage a complex project? The APMG Maturity Index ™
    11. 11. Source: Adapted from OGC 2010, Portfolio, Programme and Project Management Maturity Model (P3M3®) Introduction and Guide to P3M3®, p7 Generic (non process) attributes are also assessed: roles and responsibilities, capability development, experience, scrutiny and review, planning and estimating and information and documentation. What is organisation maturity ? ? P3M3® is a registered trade mark of AXELOS Limited ®
    12. 12. P3M3 – Project Management Level 1 Awareness of Process Level 2 Repeatable Process Level 3 Defined Process Level 4 Managed Process Level 5 Optimised Process Does the organization recognise projects and run them differently from its on- going business? (Projects may be run informally with no standard process or tracking system.) Does the organization ensure that each project is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between projects.) Does the organization have its own centrally controlled project processes and can individual projects flex within these processes to suit the particular project? Does the organization obtain and retain specific measurements on its project management performance and run a quality management organization to better predict future performance? Does the organization undertake continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimise processes? Source: APMG 2011
    13. 13. APMG Maturity Index ™ The APMG Maturity Index and Swirl Device logo is a trade mark of The APM Group Limited
    14. 14. Source: ://
    15. 15. Example of overview provided from a Right Practice Report
    16. 16. Source: © Copyright Roger Jones and licensed for reuse under this Creative Commons Licence
    17. 17. Project controls report
    18. 18. Project controls report Objective detailed analysis which provides:  Basis for the allocation of specialist teams on bids  Transparency provided to client on where specialist consultancy effort is needed  Basis for conflict/contractual mediation  Objective baselining for consultancy performance
    19. 19. In summary.... • Complexity is present and increasing • Complexity is of concern to senior management • The management of complexity provides organisations with real efficiencies • Complexity of an individual project can be measured (Project Complexity Assessment) • Organisation maturity needed to manage the “complexity frontier” can be assessed (Right Practice Indicator) • Project controls needed to manage a project of a given complexity (Project Controls Assessment)
    20. 20. Provision of this service • APMG Accredited Organisations are licensed to deliver the APMG Maturity Index • APMG Registered Consultant s deliver this assessment • For further information contact Lawrie Kirk +61 (0) 417 408 085
    21. 21. Wednesday Webinar – 28 May 2014
    22. 22. International
    23. 23. Copyright & Trademark Acknowledgement Statements • ITIL® is a Registered Trade Mark of AXELOS Limited. • MSP® is a Registered Trade Mark of AXELOS Limited. • PRINCE2® is a Registered Trade Mark of AXELOS Limited. • The APMG Maturity Index and Swirl Device logo is a Trade Mark of The APM Group Limited.