22° IPMA World Congress                                   “Project Management to Run”Achieving Higher Maturity & Capabilit...
IPMA2008 22° World Congress                                                        www.isipm.org                      Agen...
IPMA2008 22° World Congress                                                                   www.isipm.org               ...
IPMA2008 22° World Congress                                                  www.isipm.org                Introduction    ...
IPMA2008 22° World Congress                                                        www.isipm.org                      Agen...
IPMA2008 22° World Congress                                        www.isipm.orgAn Evolutionary view on MM      A brief MM...
IPMA2008 22° World Congress                                                                        www.isipm.org          ...
IPMA2008 22° World Congress                                                                        www.isipm.org          ...
IPMA2008 22° World Congress                                                        www.isipm.org                      Agen...
IPMA2008 22° World Congress                                                                   www.isipm.org               ...
IPMA2008 22° World Congress                                                                   www.isipm.org               ...
IPMA2008 22° World Congress                                                        www.isipm.org                      Agen...
IPMA2008 22° World Congress                                                                    www.isipm.org     Combining...
IPMA2008 22° World Congress                                                                     www.isipm.org        Combi...
IPMA2008 22° World Congress                                                                              www.isipm.org    ...
IPMA2008 22° World Congress                                                                                            www...
IPMA2008 22° World Congress                                                                                         www.is...
IPMA2008 22° World Congress                                                                               www.isipm.org   ...
IPMA2008 22° World Congress                                                                                               ...
IPMA2008 22° World Congress                                                        www.isipm.org                      Agen...
IPMA2008 22° World Congress                                                                         www.isipm.org         ...
IPMA2008 22° World Congress           Q&A                        www.isipm.org Grazie per l’attenzione!            l’atten...
22° IPMA World Congress                                   “Project Management to Run”Luigi Buglione, PhDISIPM – Istituto I...
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Achieving Higher Maturity & Capability Levels Crossing Horizontal and Vertical Maturity Models

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One of the main buzzwords during last 20 years is “maturity model” (MM), moving from the original Crosby’s idea. A plenty of MMs was created also in Project Management with OPM3, PM2 and PMMM just to name a few. Even if most of such models have been discussed, there is room for new issues to observe (e.g. those MMs are proposed in a staged and not continuous representation, and there are no enough mappings available).
The paper focuses on the way to achieve improvements in organizational as well as process maturity with a 360° view, using jointly “horizontal” MMs (models containing all the processes to be sequentially executed in a value chain, as CMMI) and “vertical” MMs (models deepening a group of processes within the organization’s BPM, as PMI’s OPM3). The paper will discuss the way to combine assessment results using more MMs on the two dimensions, with a general-domain approach as well as examples from the Software/Systems Engineering domain, optimizing the effort for conducting those appraisals in an organization, as well as how to use them in the context of the IPMA Competency Baseline v3.0 and PMI Project Management Competency Development Framework v2.0.

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Achieving Higher Maturity & Capability Levels Crossing Horizontal and Vertical Maturity Models

  1. 1. 22° IPMA World Congress “Project Management to Run”Achieving Higher Maturity & Capability LevelsCrossing Horizontal and Vertical MaturityModelsLuigi Buglione, PhD - ISIPM 9-11 November 2008, Roma, Italy
  2. 2. IPMA2008 22° World Congress www.isipm.org Agenda– Introduction– An evolutionary view on Maturity Models (MM) MM • A brief history • MM representations & main elements • MM in the Project Management domain (PM-MM)– MM orthogonality • Classifying MM by ‘directionality’ • MM Scope & Application– Combining Horizontal & Vertical MMs– Conclusions & Prospects 2
  3. 3. IPMA2008 22° World Congress www.isipm.org IntroductionSource: Standish Group, CHAOS Chronicles, 2004 3
  4. 4. IPMA2008 22° World Congress www.isipm.org Introduction – Q: how to improve such results?– Q: is there a well established pathtowards improvement? – A: Maturity Models 4
  5. 5. IPMA2008 22° World Congress www.isipm.org Agenda– Introduction– An evolutionary view on Maturity Models (MM) MM • A brief history • MM representations & main elements • MM in the Project Management domain (PM-MM)– MM orthogonality • Classifying MM by ‘directionality’ • MM Scope & Application– Combining Horizontal & Vertical MMs– Conclusions & Prospects 5
  6. 6. IPMA2008 22° World Congress www.isipm.orgAn Evolutionary view on MM A brief MM history 6
  7. 7. IPMA2008 22° World Congress www.isipm.org An Evolutionary view on MM MM representations & main elementsMaturity Model (MM): “model that contains the essential elements of effective processes for one or more disciplines and describes an evolutionary improvement path from ad hoc, immature processes to disciplined, mature processes with improved quality and effectiveness ”A MM is composed by two main parts: – PRM (Process Reference Model) – PAM (Process Assessment Model)A PRM can be represented and assessed in two possible ways: – Staged  evaluating an organizational unit by Maturity Level (ML) according to a well-established path; – Continuous  evaluating a single process by Capability Level (CL) choosing the desired processes by the whole PRM schema; by an equivalent staging, a ML can be derived. 7
  8. 8. IPMA2008 22° World Congress www.isipm.org An Evolutionary view on MM MM in the Project Mgmt domain From the ’90s, a series of MM for Project Management (PM-MM) has been proposed. Among others: With 5 ML: With 3 ML: ML • PMMM • P2MM • OPM3 (based on PMI’s PMBOK v3) • ESPM3 • PM2 • … • P2MM (based on OGC’s Prince2) – Note: according CBP, c.a. • P3M3 90% of organization using PMMM are rated at ML1/2 • ProjectFramework • …Suggestions: –Use the Continuous Representation –Integrate a PM-MM in a BSC-like manner, drawing a strategic map 8
  9. 9. IPMA2008 22° World Congress www.isipm.org Agenda– Introduction– An evolutionary view on Maturity Models (MM) MM • A brief history • MM representations & main elements • MM in the Project Management domain (PM-MM)– MM orthogonality • Classifying MM by ‘directionality’ • MM Scope & Application– Combining Horizontal & Vertical MMs– Conclusions & Prospects 9
  10. 10. IPMA2008 22° World Congress www.isipm.org MM Orthogonality Classifying MM by ‘directionality’It is possible to classify MMs by ‘directionality’:– Horizontal: MMs going through the whole supply chain • SwEng:ISO/IEC 15504 (SPICE), CMMI, FAA i-CMM, …– Vertical: MMs focusing on a single perspective/group of processes • Test Mgmt: TMM, TPI, … • Project Mgmt: the PM-MM previous listed 10
  11. 11. IPMA2008 22° World Congress www.isipm.org MM Orthogonality MM Scope & ApplicationEach MM has a well-established scope: – Horizontal MM: cover the whole lifecycle – Vertical MM: cover in detail only its own process group scope– Q: what does it happen if we’d like to usemore MM at the same time? – Q: could it be better to separately manage more improvement initiatives or joint them into a unique one? Eventually, how? 11
  12. 12. IPMA2008 22° World Congress www.isipm.org Agenda– Introduction– An evolutionary view on Maturity Models (MM) MM • A brief history • MM representations & main elements • MM in the Project Management domain (PM-MM)– MM orthogonality • Classifying MM by ‘directionality’ • MM Scope & Application– Combining Horizontal & Vertical MMs– Conclusions & Prospects 12
  13. 13. IPMA2008 22° World Congress www.isipm.org Combining Horizontal & Vertical MM “5W’s + H” ruleA general rule of thumb from journalism is the “5W’s+H” rule: Why Who What Where When HowHere 4 out of 6 criteria can be used for discussion:– Why, Who, What & How– Where, When: strictly depending from the Organizational Unit (OU) where improvement actions will take place when planned. OU 13
  14. 14. IPMA2008 22° World Congress www.isipm.org Combining Horizontal & Vertical MM 1. Why?Each MM returns a possible view on the OU by its assessment results.Main Goals (and related effects): – Technical viewpoint: importing the ‘best of best practices’ into our own Quality Management System (QMS) / Business Process Model (BPM) – Social viewpoint: less sources to access, know & apply for users – Economic viewpoint: less effort/costs and higher performanceSomelevels : tips – Bird’s eye view  help in observing where and how to intervene for improvement actions – Causal relationships  help in understanding how balancing effects and counter-effects planning a certain (corrective/improvement) action 14
  15. 15. IPMA2008 22° World Congress www.isipm.org Combining Horizontal & Vertical MM 2. What?Two main ingredients for this recipe:– a Horizontal MM typical to the application domain;– 1+ Vertical MM per each process group of interest (i.e. PM, Testing, Measurement, etc.)An example for an ICT organization:– Goal: to improve results for the ‘Project Mgmt’ process category– Ingredients: • Horizontal MM: CMMI-DEV v1.2 – 7 ‘project’ category processes: ML2 (3 processes); ML3 (3); ML4 (1) • Vertical MM: OPM3 (program issues); P3M3 (portfolio issues) 15
  16. 16. IPMA2008 22° World Congress www.isipm.org Combining Horizontal & Vertical MM 3. How?About PRM:• G1: increase the scope of the selected horizontal MM with the same level of depth in the process description. Two possibilities: – Insert ad-hoc processes into the BPM from the Vertical MM, re-describing it with the horizontal MM architecture. An example: • P3M3 Business Case Model process is a missing issue in CMMI, but relevant • Few actions: – (i) position the new process in the proper process category (project) – (ii) position the new process in the proper ML (Level 2) – (iii) re-write the BCM process in a CMMI process style (with SG/SP/GP/…) – Retrieve process architectural elements from other MM, in order to obtain its own ‘target’ model. An example: • P3M3 v1.0 has a KPA feature called ‘Perception’ about the stakeholders’ families to take into account from their own perspective, that’s a bit different from CMMI GP2.7 (Identify and Involve Relevant Stakeholders) • It can be used as an addition to GP2.7 as well as an additional GP2.x in a tailored CMMI PAM schema. 16
  17. 17. IPMA2008 22° World Congress www.isipm.org Combining Horizontal & Vertical MM 3. How?• G2: increase the scope of the selected horizontal MM, by going into more details of some processes or group of processes. Possible ways: Cross the H-model with 1+ V-model(s), strengthening the desired practices in the processes of the main H-model. Main actions: • (i) bi-directional mapping between/among chosen MM • (ii) insertion of additional elements from the V-model(s) into the H-model. Depending on their level of granularity, new practices will be defined as SP, or sub/SP as well as details in the “Elaboration” section of a GP. An example: • P2MM: the typical 5 stages (Initiate  Closing) are defined at ML2 and some practices could reinforce CMMI’s SP in ‘Project Mgmt’ group PA • Project Brief Document from KPA#2.2 (Directing a project)  Project Planning (PP) in SPs between SG1 and SG2 (a first draft of main elements for planning needed as inputs for the plan) • An additional element for the GP2.1 Elaboration could be the V&V about the planning of this ‘project brief document’ and related authorizations 17
  18. 18. IPMA2008 22° World Congress www.isipm.org Combining Horizontal & Vertical MM 3. How?About PAM: – G1: apply the more detailed appraisal model, which allows stressing the larger number of evidences as possible, as needed input for undertaking any corrective/improvement action. An example: – Looking at main PM-MM, probably the level of detail in PAM is equivalent with the H-model one (e.g. CMMI) – Action Suggested: maintain CMMI’s PAM 18
  19. 19. IPMA2008 22° World Congress www.isipm.org Combining Horizontal & Vertical MM 4. Who? – The profile of an EPG people should be a mix of soft and tech skills – Assess competencies also using 6-scale Bloom’s taxonomy (see SWEBOK experience) – Further inputs for competence mgmt from People CMM (P-CMM) IPMA ICB v3.0 PMI PMCDF v2.0 Cert-ISIPM v1.01.01 – Project Mgmt Success (integration). 9.1 – Takes a holistic view of project A.05 – System approach to managementNote: System Approach excluded in ICB v3.01.02 – Interested Parties 6.1 – Actively listens, understands, and responds to A.06 – Context & Stakeholders stakeholders1.05 – Quality 2.6 – Quality Management process established C.01 – Quality Management System 9.3 – Uses appropriate PM tools & techniques C.07 – Standards & Norms1.08 – Problem Resolution 9.2 – Effectively resolves issues and solves problems D.04 – Problem Solving 10.1 – Resolves project problems1.15 – Changes 2.8 – Integrated change control process defined C.05 – Change Management 4.2 – Project change is managed 10.3 – Changes at the required pace to meet project needs2.08 – Result Orientation 9.4 – Seeks opportunities to improve project outcome D.05 – Result Orientation 11.1 – Demonstrates commitment to the project2.11 - Negotiation 6.4 – Tailors communication to audience D.02 – Negotiation 7.5 – Uses influencing skills when required2.12 – Conflicts & Crisis 9.4 – Resolves conflicts involving project team or D.06 – Conflicts & Crisis stakeholders 11.5 – Resolves individual-organizational issues with objectivity 19
  20. 20. IPMA2008 22° World Congress www.isipm.org Agenda– Introduction– An evolutionary view on Maturity Models (MM) MM • A brief history • MM representations & main elements • MM in the Project Management domain (PM-MM)– MM orthogonality • Classifying MM by ‘directionality’ • MM Scope & Application– Combining Horizontal & Vertical MMs– Conclusions & Prospects 20
  21. 21. IPMA2008 22° World Congress www.isipm.org Conclusions & Prospects– Increasing awareness in PM methods & tools, but a long run is on the way  lower ML (ML1-2)– Maturity models (MM) can be a way to help in evolving towards higher maturity & capability levels  several MM for PM (PM-MM)– According to their content and scope, MMs can be defined as horizontal or vertical models while about their structure, each MM is composed by a PRM (process model) and a PAM (assessment rules)– When using/dealing with 2+ MMs the choice can between (i) parallel implementations; (ii) unique implementation, integrating models practices into the Organization’s QMS/BPM– Our proposal fits with the second choice, with a process-view description with examples about how to properly match 2+ MMs and profitably use them for improving OU excellence.– The precondition for any successful improvement action still remain a central and main focus people– Next work will be on a complete mapping between PM-MM and CMMI, for its application in a case study 21
  22. 22. IPMA2008 22° World Congress Q&A www.isipm.org Grazie per l’attenzione! l’attenzioneThanks for your attention! attention
  23. 23. 22° IPMA World Congress “Project Management to Run”Luigi Buglione, PhDISIPM – Istituto Italiano di Project ManagementTel: +39-335-1214813Fax: +39-06-8307.4200Email: buglione@isipm.org 9-11 November 2008, Roma, Italy

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