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The Program Management Maturity Model
Mark Dowden, Vice President of Research and Development for Technology Solutions, came to the realization that his organization had to transform itself in order to get beyond some of the business problems limiting them today. He was convinced that adopting a systems approach and program management business model for developing TechnologySolution’s products was the way to move forward. In his words, “With a strong program management function, products are closer to what customers want and the development team spends less time iterating to meet the customer’s needs.”
But how does one implement a program management function within their organization? In this paper, we introduce the Program Management Maturity Model (PMMM) as aframework for introducing and maturing program management within an enterprise.
Not Another Maturity Model!
Since the Software Institute at Carnegie Melon introduced the Capability Maturity Model in the
1980’s, other maturity models have been published for nearly every functional component of a
firm’s business model. Our intent is not to describe yet another model that tries to prescribe a onesize fits all set of practices, methods and tools in order to receive a stamp of approval from a certification body. Rather, we introduce the PMMM as a framework that can be used to introduce and expand the program management business model into organizations that wish to do so. Used in this manner, it provides the vision for transformation and continuous improvement.
This use of the maturitymodel is consistent with the view of Erik Simmons, a senior internal consultant with Intel, and a recognized expert in both requirements engineering and software development practices. “In my experience, efforts to adopt a capability maturity model fail most often because of arbitrary, heavy-weight interpretation of the guidance found within the model, and the pursuit of the wrong goal,” Simmonstells us. “The worst reason for adopting one is to get certified at some level.” Simmons shares our view that a practice-based model provides a good framework for implementation and improvement without blindly dictating a solution. “I believe the right reason for adopting a maturity model is to establish a shared vision of the end state and business goals we want to achieve,” states Simmons.The benefit of using a framework for introducing and/or maturing the program management model within an organization is that it provides a structured approach for setting direction, initiating actions, driving decisions, and changing the cultural components of the enterprise.
Stage one – Organization – is the foundation upon which program management is built. If an organization ishistorically structured in strong functional silos, the program management model will change the rules of engagement within the organization, the decision making hierarchy, roles and responsibilities, core competencies of some functions, and thus the cultural and political landscape of the enterprise. It is critical that the right organizational structure, management governance, and roles andresponsibilities be put in place for the program management model to yield effective business results.
Stage two – Methods and Processes – establishes the core development lifecycle framework and the primary program and project management methodologies and associated processes to consistently manage programs to success.
Stage three – Metrics and Tools – brings in a consistent and effective set of metrics tomeasure the achievement of the business objectives driving the need for each program. Additionally, a suite of program management tools are phased into the organization to support increased productivity and efficiency.
Stage four – The Enterprise Program Management Office – establishes program management as a true function within the organization on par with the other key development...
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