Programme Management Maturity Model
(PMMM) (Reiss, Rayner)

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Compare programs with each other. Explanation of Programme Management Maturity Model (PMMM) of Geoff Reiss and Paul Rayner. ('00)

Contributed by: Geoff Reiss


  1. Summary
  2. Forum
  3. Best Practices
  4. Expert Tips
  5. Resources
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What is the Programme Management Maturity Model (PMMM)? Description

The Programme Management Maturity Model (PMMM) provides a mechanism through which an organization or a group within an organization can do the following:

  • It can make an assessment of itself. (In program management terms).
  • It can compare its own maturity with other organizations on a fair basis.
  • It can compare its own maturity with benchmarks from similar organizations.
  • It can understand its strengths and weaknesses.
  • It can develop a plan to improve its ability to deliver successful programs.

The benchmark takes place on the following 10 key program management processes:

  1. Management organization.
  2. Program planning.
  3. Management of benefits.
  4. Management of stakeholders.
  5. Issue management & risk management.
  6. Quality management & auditing.
  7. Configuration management.
  8. Internal communication.
  9. Accounts and finances.
  10. Management of scope & change.

Each stage of maturity for each of ten key program management processes is summarized by a question. A program can then be rated on the basis of the answers to the questions.

Using a computer spreadsheet and a graphics tool, the ratings can be converted into a visual profile of the program. This profile shows which of the selected 10 aspects of program management are well developed and which are less well developed. Currently, ProgM (the joint program management special interest group of the British Computer Society and the Association for Project Management) provides a free service to generate such profiles. The "quid pro quo" is that the anonymous ratings data can be added to the database of programs that the organization maintains. Since the Model’s initial creation, ProgM have analyzed a large number of different programs of all types from around the world and the results have been incorporated into the database. This database can now provide a benchmark against which any programs can be compared.

Origin of PMMM. History

The PMMM is based upon the processes defined in the CCTA publication: "Managing Successful Programmes". It was developed by ProgM, the program management special interest group, and published into the public domain.

Calculation of the Programme Management Maturity Model. Formula

A spreadsheet model analyses the results.

Usage of PMMM. Applications

An organization can benchmark a single program or its overall program management maturity in comparison with a large database of other organizations.

Steps in the PMMM. Process

  1. Complete the self assessment via a questionnaire.
  2. Send the questionnaire to ProgM.
  3. Receive a profile showing maturity in 10 aspects of program management.

Strengths of the Programme Management Maturity Model. Benefits

  • The model deals with 10 recognized aspects of program management.
  • Organizations can benchmark themselves against similar organizations and plan a series of improvements to help deliver rapid benefits.
  • Programs may be compared with each other.
  • There is currently no associated cost with the tool.

Limitations of the PMMM. Disadvantages

  • Self assessment can cause inaccurate or distorted data.
  • The process is simple and can only be a guide.

Assumptions of PMMM. Conditions

To be useful, the assessment must be honest. The organization must be running at least one program of change.

Programme Management Maturity Model Forum
  System to Manage Important Stakeholders
Organizations perform work to achieve their competitive objectives by projects. Projects are failing because of stakeholders. Therefore, stakeholder management is important and it is vital to use an “integrated system” to manage stakeholders a...
  Identifying Stakeholders
Mind Mapping can be pretty useful at the start of the project to identify the stakeholders and their kind of involvement.
The mind map is a thinking method that simulates the way the brain works - ...
  Stakeholder Participation
I wonder if it is helpful to reframe "management" as "participation". When people say the former, it usually refers to control for ends that are often at odds with the stakeholders' goals and it does not really provide for evolution of goals, ...
  Programma Management Maturity Model Part of Risk Management
I think this subject is a part of risk management and is as old as projects themselves (since the '60 s). So what's new?
If you needs instruments like these based on 10 key management processes (I severely doubt these are all relevant) you're mo...

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Best Practices - Programme Management Maturity Model Premium
  Project Stakeholder Management
The interests of stakeholders need to be strongly protected in order to support and insure the success of project. If so, why in the most projects a formal and systematic stakeholder management system does not exist? Why is stakeholder management ...

Expert Tips - Programme Management Maturity Model Premium

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A major pitfall of project-oriented organizations is running more projects at the same time than their capacity to actually carry them out. it is nece...
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Resources - Programme Management Maturity Model Premium

Introduction to Project Quality Management

Presentation about Project Quality Management. A large part of the presentation is about Six Sigma as a quality management tool. Other important and u...
Usage (application): Quality Management, Project Quality Planning, Project Quality Assurance, Project Quality Control


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Compare with Programme Management Maturity Model (PMMM): OPM3 (PMI)  |  MSP (OGC)  |  PMBOK   |  PRINCE2 (CCTA)  |  IPMA Competence Baseline (ICB)  |  P-CMM  |  Change Management Iceberg  |  Appreciative Inquiry  |  Positive Deviance

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