Transcript: Partnership Maturity Model Mutual Interest Example: Bank Robbers Potential Derailer Stress Valued Example: Athletes Potential Derailer Trusted Examples: Soldiers, Shipmates Hero Mentality Synchronized Example: Dance Partners Disrespect Mature our Partnership Mature The Enterprise Increased Value to Our Customer's Mission Can anticipate their partner's next move Program Business Rhythms Complementary: Understanding focused: No Suprises! What skills does your customer have? What do you offer that can help make them successful? recognized: Derailer Example: Disparaging your partner for your own glory. "My Customer doesn't know what they are talking about."; "My customer doesn't know what they are doing." Eg: Bill K. - Let's take this outside Partnering Workshops Eg: YY - Value Add in every discussion Eg: Pete F. & Lori Each brings value recognized by the other External Dependencies Derailer Example: Not being 100% present in the job you are in. "I'm only on this program for a year, so I can get promoted." Things to Ask Yourself: Who are your stakeholders? What do each of them expect? What do they want out of their current assignment? Eg: Dr. P & Incentive Fee Things to Think about: How often does your customer use information you provide to talk to their stakeholders? How well do you know your customer? Do you provide your customer answers before they ask? Eg: ACE-IT Get to Outstanding Always Has Your Back PMO Expectations Partnership Derailer Example: When problems occur, pointing fingers at each other. "Well it is not my fault." Must have complementary skills Customer Expectations Ability to move seamlessly together What are your strengths (personal , team, and LM) that are valuable to the customer? Potential Derailer Things to Think about: Does your customer confide in you? What do they worry about? How do you help mitigate their concerns? Do you trust your customer? Program Business Rhythms Helps when you are in trouble communication: Things to Ask Yourself: How often do you make recommendations to your customer? Does your customer rely on you? Does your customer look forward to talking to you? Do you regularly think of ways to save your customer money? How often and how many ways do you communicate with all your stakeholders? Eg: Gen C - 6am meetings Potential Derailer anticipates: Completely and totally focused on the mission Derailer Example: Are threats used in regular communications as a way to stress urgency or importance? alert: by Angie Heise Contractual Commitments know: Eg: CCRI AAR fluid: Eg: Col Cheryl & The Girl Scouts Book of Promises Really know and understand each other's strengths and weaknesses Eg: Personal Agenda Both Having Interests Met Ensuring frequent and constructive communication Eg: CFAT What value does LM bring? How do you communicate that value? Eg: Value Engineering Proposals Eg: Customer Relationship - Professional / Personal / Self Eg: General W & Col T Formal and informal forums to get constructive feedback (written and verbal) Common Goal Eg: HubZone for the Incentive Fee Keeps you out of trouble Program Management Reviews Award Fee Assessments
Transcript: Level 1 The management terminology is used by some members of the organization but not consistently and possibly not understood by all stakeholders Level 2 The concepts of project management will have been grasped by the organization, and there may be local experts, such as experienced project managers, working key projects Benefits Management Level 1 There is some recognition that a concept of benefits can be differentiated from project outputs Level 2 Benefits are recognized as an element within project business cases. There maybe some documentation regarding who is responsible for particular benefits and their realization Level 3 There is centrally managed and consistent framework for defining and tracking the realization of benefits from project outputs Level 1 There is some recognition within the organization of the need to manage resources effectively to enable successful delivery of projects, but little evidence of resource acquisition, planning or management Level 2 Resources are being deployed across the organization and individual projects have an approach to resource acquisition, planning or management. However, there is little evidence of consistency of approach Stakeholder Engagement Level 1 There is little or no financial control at project level. There is lack of accountability and monitoring of project expenditures Level 2 Project business cases are produced in various forms and the better and more formal cases will present the rationale on which to obtain organizational commitment to the project . Overall cost of the project is not monitored or full accounted for Level 3 There are centrally established standards for the preparation of business cases and processes for their management throughout the project life cycle. Project managers monitor costs and expenditures in accordance with organization guidelines and procedures, with defined interfaces with other financial functions within the organization Lets review the OGC Document 1> What are the 5 maturity levels 2> What are the 7 process perspectives Level 3 Does the organization have its' own centrally controlled project processes Level 2 Level 3 The organization has a centrally defined and adopted set of procedures and management processes for acquiring, planning and managing project resources ` P3M3 Maturity Model CMM P3M3 Level 4 Managed process Does the organization ensure that each project is run with its own processes and procedures to a minimum specified standard Organizational Governance Management Control Level 3 Centrally defined organizational controls are applied consistently to all projects, with decision-making structures in place and linked to organizational governance. Level 2 Repeatable process Level 3 Defined process Resource Management Does organization recognize projects and do run they differently from on going business? Level 1 Awareness of process Capability Maturity Model CMM How To Perform The Assessment 7 Processes P3M3 Maturity Model lEVEL 1 Risk Management Level 1 Some informal governance of projects exits but has undefined links to broader organizational controls Roles are unlikely to be formally defined Level 2 Project management from an organizational perspective is beginning to take shape but with ad hoc controls and no clear strategic control. Roles and responsibilities will be inconsistent as will reporting lines. Financial Management Level 1 There is minimal evidence of risk management being used to any beneficial effect on projects Level 2 Risk management is recognized and used on projects, but there are inconsistent approached, which result in different levels of commitment and effectiveness Level 3 There is a centrally managed and consistent approach to stakeholder engagement and communications used by all projects Level 3 Centrally defines and documented approach to a project management life cycle and controls and it is applied in all projects by capable staff who support project teams Level 3 Project risk management is based on a centrally defined process that is cognizant of the organization’s policy for the management of risks and is used consistently Level 5 Optimized process PROCESS PERSPECTIVES The Levels Level 1 Stakeholder engagement and communication is rarely used by projects as an element of delivery toolkit. Level 2 Projects will be communicated to stakeholders, but this is linked more to the personal initiative of project managers than to a structured approach being deployed by the organization
Transcript: Management View Defect Prevention(DP) Key Process Areas Technology Change Management (TM,TCM) Capability Maturity Model (CMM) Level 5 Understanding Optimizing Level Purpose is to identify new technologies (i.e.,tools, method, and processes) and transfer them into the organization in an orderly manner Involves: Identify, selecting, and evaluating new technologies incorporating effective technologies into the organization Purpose is to continually improve the software processes used in the organization with the intent of improving software quality, increasing productivity, and decreasing the cycle time for product development Involves: Defining process improvement goals Systematically identifying, evaluating, and implementing improvements to the organization's standard software process and the projects' defined software processes Process Change Management (PC, PCM) Process change management Technology change management Defect prevention Purpose is to identify the cause of defects and prevent them from recurring. Involves: Analyzing defects that were encountered in the past Taking specific actions to prevent the occurrence of these types of defects in the future The software process is continuously improved in a controlled manner.
Transcript: Moving the needle on how we execute againt our strategy Background photo by t.shigesa Rapidly execute on strategy by: Leveraging the skills of the PMs Helping the business execute on priorities From project management (tactical) to program leaders (tactics aligned with strategy) PMO is seen as thought leaders Build high performing teams Own the outcome Use solutions-based project leadership Manage risk Analysis Determine governance model Define an effective PMO and PM role Develop methodologies Educate stakeholders Manage portfolio PMO Maturity Model PMO Maturity Model The CIS PMO accelerates Intuit’s growth by: driving effective, efficient, and innovative project outcomes through thought and project leadership for major cross-functional, security-related programs and projects. We accelerate Intuit’s growth by driving priorities through effective, efficient, and innovative project outcomes. PMO Mission Define the PMO framework Build our PM skills Educate the org on our value and mission Success Imagine a world where. . . Not just the glue Also the blueprint PMO Mission Imagine a world where Challenge CIS PMO Partnering with SMEs: Execution aligns with strategy Turning Point Analysis Determine governance model Define effective PMO Clarify PM role Develop methodologies Educate stakeholders
Transcript: Added account Team Role. Product management at release level Ad-hoc Received "as is" from customer, the common level when a support transition ends. Maturity Model intended for service providers Assess Customer’s environment Determine Level of Maturity Level 1 – Ad hoc Level 2 – Standard Installation Level 3 - Measure and Controlled Level 4 – Proactive and Preventive V4 Features TMM - 4 Maturity 's Levels Measured and Controlled All recommended elements are monitored with proper triggers and thresholds for a product / technology. Additional reporting: aggregation by Global Service Line, Delivery Center and Region (AG, LA, EMEA, AP). Risk transformed in opportunities Value Transformation Presentation to Account Team & PEs Suggestion to Customer Improvements Opportunity identification Efficiency improvement Add Value to the Customer Cost Avoidance & Reduction. Use the technical and business expertise from our delivery teams to create base growth opportunities Maturity is the dimension of a technical support organization which measures the capability to perform support. Maturity model defines 4 stages of growth. The higher stage a organization is, the higher is the probability to delivery the best-of-breed services. Identify how many service line best practices a customer has in it’s environment Uploaded with Best Practices revised by GSLOs. part of Value Transformation Framework TMM defines 4 levels for maturity of a supported product under our management. A higher level of maturity means problems are predictable and that installation mostly like considered stable. Availability Target: 16/Apr/2012 Best Practice versioning against Product release. V2 Features Standard installation All recommended configurations settings for a product / technology are in place Collect the Best Practices (Local/Global Service Line) Collect Best Practices from the Vendors Lessons Learned Project Share Best Practices with (Global Service Line) ¿Why? Change from a BAU SO delivery model, into a pro-active technical selling team that drives added value to our clients. Some enhancement features that are scheduled for v4: Automatic generation of BPL pdf report based on data input into TMM. part of Value Transformation Framework Value Transformation Framework Added GSLO role (accountable for Best Practice life cycle management). Standard listing of clients (CDIRs), products, services (GSAR). Mitigation action plans now inserted into the tool, including schedule control and reporting (on proposed actions, approved actions, implemented actions, by SL, and DC). Availability Target: To Be Defined TMM v2 is not an update from v1, but a complete re-design. High Priority, Productivity and Revenue Generation flag at Best Practices for selective assessment. Some enhancement features that are scheduled for v3: Meta data maintenance dialogs (SLs, products, services). part of Value Transformation Framework Technical Maturity Model The 4 levels are: Availability Target: 30/Oct/2012 By reducing NVA work, segmenting by complexity and implementing a standard operations, we achieve more stable operations, better productivity and redirect our focus on account improvements and add value to the customer. Based on GSAR standard service catalog, with concept of Service Line, Service Line Component and pool. Included approval workflow (assessment closure, recommendations approval, action conclusion & results). Access control based on SL ownership, no dept codes anymore. Smart auto saving. Assessment history control. Reporting available with spider charts and bar graphing for maturity level aggregated by service line component, service line and by assessment version. Why do we need VTF? Proactive and Preventive All recommended accessory tools are installed and used for preventive maintenance for a product / technology. Integration with external tools: Client Directory, PME Register and GSAR. Some enhancement features that are scheduled for v4: Assessment Results Consolidated Risks Mapped and documented Executive Summary Presentation to Account Team Measure an account’s technical maturity both during a client transition and on an ongoing regular basis to address progress and further opportunities for improvements as part of the continuous improvement process of GDF Tool Overview Best Practice version & history control. V3 Features Features for v2.0:
Transcript: Advantages of CMM Disadvantages of CMM Conclusion is here Reference List
Transcript: Locally Optimal Business Solution Technology Infrastructure Platform Digitized Process Platform Number of Firms Components With interfaced to Platform P ERP maturity model: Case Study On Monsanto Percentage of IT investment
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