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

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

Contributed by: Geoff Reiss

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.

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Compare with Programme Management Maturity Model (PMMM): OPM3 (PMI)  |  MSP (OCG)  |  PMBOK   |  Prince2 (CCTA)  |  IPMA Competence Baseline (ICB)  |  P-CMM  |  Change Management Iceberg  |  Appreciative Inquiry  |  Positive Deviance

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