Authorisation
Approvals
Name
Rosanne Frost
Organisation
Department of Finance
and Deregulation
Distribution List
Name
27 September 2012
Position
Group/Division
Jenet Connell
COOG
Cheryl-Ann Moy
Assistant Secretary
AMPS/M&PS
Stein Helgeby
Anne Collins
Paul Stokoe
Brett Quester
Tim Brunton
Deputy Secretary
Assistant Secretary
Assistant Secretary
Assistant Secretary
Assistant Secretary
Director
Director, Transition
Transition Manager
Director, PMO
UNCLASSIFIED
FMG
FMG/FRACMD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
COOG/CIOD
Page 2 of 27
Revision History
Date
Version
Modified By
Change History
07/09/2012
0.1 Draft
Assistant Director
IT Portfolio Management
Draft
20/09/2012
0.3 Draft
24/09/2012
0.4 Draft
Assistant Director
IT Portfolio Management
Update to validate
interview and evidence
information
26/09/2012
1.0 Final
17/09/2012
0.2 Draft
Michael Chachaty
Blue Visions Management
Pty Ltd
Michael Chachaty
Blue Visions Management
Pty Ltd
Assistant Director
IT Portfolio Management
UNCLASSIFIED
Update to include
interview information
Page 3 of 27
Contents
Authorisation
Approvals
Distribution List
Revision History
Contents
1.
EXECUTIVE SUMMARY
2.
SCOPE
2.1 Inclusions
2.2 Exclusions
3.
TM
CURRENT P3M3
RATINGS
10
10
11
14
17
4.
RECOMMENDED P3M3
TM
RATINGS
20
21
22
23
5.
APPENDIX A P3M3
TM
OVERVIEW
UNCLASSIFIED
25
Page 4 of 27
EXECUTIVE SUMMARY
The Department of Finance and Deregulation (DoFD) conducted a Self Assessment of the ICT
enabled change portfolio. The self-assessment was supported by an Accredited Consulting
Organisation (ACO) Blue Visions Management Pty Ltd (blueVisions).
The assessment was conducted in September 2012. The team comprised Amanda Finn
(Assistant Director) Chief Information Office Division (CIOD) and Michael Chachaty (Director
and Registered P3M3 Consultant at blueVisions).
The assessment included a review of 18 staff in various roles across the Project, Programme and
Portfolio sub-models. The interview results were assessed together with documentary
evidence to form a combined view of the P3M3TM maturity levels.
P3M3TM Assessment
3
2
Portfolio Management
Programme Management
1
Project Management
0
Portfolio
Management
Programme
Management
Project
Management
DoFD recognises the concept of portfolio management but there remains a lack of clearly
documented and applied portfolio management processes. Portfolio governance is emerging, as
is the focus on benefits management and resource management.
The following are notable improvements since the 2010 assessment findings:
Page 5 of 27
DoFD recognises pockets of programme management, in particular M&PS and CBMSR but
processes to control programme management are not yet consistently applied across the
organisation. In addition, benefit tracking and realisation is currently focused at project level.
The following are notable improvements since the 2010 assessment findings:
Common control gates and understanding of project terminology exist however there remains
an inconsistent definition of both detailed processes and templates applied across projects.
Focus on project still at output or outcome level with limited attention to benefits realisation.
The following are notable improvements since the 2010 assessment findings:
DoFD has recently drafted a best practice project management framework, aligned to
PRINCE2;
Reporting and governance standards are being applied more consistently across the
organisation;
Greater focus on benefit realisation in both technology and business context;
Risks monitoring and control becoming more active at both project and within governance
framework; and
UNCLASSIFIED
Page 6 of 27
Recommendations
The assessment team recommends:
Consistent framework for delivery of programmes will enable clarity and increase certainty
in achieving desired change outcomes and benefits;
Increase alignment to strategic objectives, including clearer understanding of the
contribution initiatives made towards strategy;
Increase overall transparency and speed in decision making across initiatives (programmes
and projects) which will be key given current political and economic environment; and
Provide greater clarity on resource requirements and prioritisation.
The Portfolio Management Office (PMO) should review and update the CIP to ensure
currency with this assessment; and
When complete the CIP should be endorsed and funded by the Executive Board.
Monthly monitoring, with quarterly executive reporting, of the P3M3 CIP Implementation
progress and intended verses realised benefits;
PMO accountability (with assigned individual) for driving the CIP
Early preparation for The Secretaries ICT Governance Board (SIGB) P3M3 Assessments,
with next one being due in 2014.
Note: Through the process of the self-assessment it was discovered that the roll-up of the
results for programme management in 2010 had been done incorrectly and that the actual
result for programme management should have been a level 1 not a level 2 as recorded.
UNCLASSIFIED
Page 7 of 27
2.
SCOPE
2.1
Inclusions
The P3M3 self assessment covered the portfolio, programme and project activities across the
CIOD for ICT enabled activities. This included sampling sufficient programmes and projects to
create a representative sample set for the DoFD change portfolio; three programs 1 and 10
projects. The work covered both ICT/CIO Division and business unit run projects and
programs.
Programs included are:
ICT Program;
M&PS Program;
2.2
Exclusions
The following aspects of DoFD program/project management have been excluded from the self
assessment:
Property & Construction Division facilities projects due to the construction specific
management practices and fact they are not deemed to be ICT enabled, and
2.3
Assessment Background
DoFD Policy implementation initiatives on the basis that their dependency upon
ICT is largely routine deployment and use of existing ICT infrastructure and
applications; these initiatives are not dependent upon change in ICT.
As part of the ICT Reform Agency Capability Initiative, the Government directed that agencies
complete regular P3M3 assessments of their portfolio, program and project management
capability, to compare their actual capability to their target capability, and report the results to
Secretaries ICT Governance Board (SIGB) by 2 October 2012.
initiatives (CBMS Redevelopment, Government Online and IT Services Branch development work)
which have been selected as representative for the P3M3 Programme Management sub-model. In this context a programme is
defined as implementation of a set of related projects and activities in order to deliver outcomes and benefits related to DoFDs
strategic objectives.
UNCLASSIFIED
Page 8 of 27
1. Current P3M3 maturity levels for each of the three models, by process; assessment date;
type; and scope.
2. If capability is not improving in line with target P3M3 maturity levels set in your
agencys Capability Improvement Plan (CIP), an explanation of the reasons.
3. If your agency revises its target P3M3 maturity levels, revised targets for each of the
three models, by process; target date(s); date set; scope; and rationale.
4. Summary of performance against CIP milestones and any major slippage.
5. A copy of your agencys current P3M3 assessment report and, if CIP revised, the revised
executive-endorsed CIP and reasons for revision.
Undertake the P3M3 Self Assessment for the Department of Finance and Deregulation
(DoFD) Information Communications and Technology (ICT) enabled initiatives for
Portfolio, Programme and Project Management capability, to compare actual capability
to target capability, and report the results to Secretaries ICT Governance Boards (SIGB)
September meeting; and
Potentially, update the Capability Improvement Plan (CIP) for reaching the agreed target
P3M3 Rating.
The assessment was conducted in accordance with the requirements DoFD has communicated
to all FMA agencies following the recommendations in the Gershon Report that federal agencies
improve their capability to commission, manage and realise benefits from projects.
2.4
Assessment Approach
Interviews with several individuals at project, programme and portfolio level to understand
understanding and application of processes and tools. In addition, individuals were asked to
comment on notable strengths and gaps. This included;
Individuals in the roles of Portfolio Director and Investment Committee Member
(Executive Board and ITGSC members);
Individuals at the programme and project levels. These included Project board
members, programme and project sponsors, project and project managers; and
Each interview comprised of both DoFD representative (Amanda Finn) and blueVisions
representative (Michael Chachaty);
Review of documentation noted during the interviews and provided by the interviewees;
and
Consolidation of findings and assessment by both DoFD and blueVisions.
For this assessment DoFDs entire scope of ICT-enabled change was treated as a single Portfolio.
UNCLASSIFIED
Page 9 of 27
3.
3.1
Portfolio Management
Programme Management
Project Management
1
1
2
1
1
2
1
1
2
2
2
3
2
2
2
2
2
2
2
2
3
2
1
2
Generic Attributes
Risk Mangement
Organisational
Governance
Resource
Management
Sub-Model Score
Management
Control
Benefits
Management
Financial
Management
Stakeholder
Management
Process Perspectives
1
2
2
DoFD recognises pockets of programme management with some documented control and
resources. Recent investment has been made in the development of a programme management
framework aligned to best practice standards (MSP) but this is yet to be applied. Benefit
tracking and realisation is currently focused at project level.
DoFD has recently implemented a best practice project management framework, aligned to
PRINCE2. Application of the framework will bring together consistent processes, templates,
tools and governance to support project delivery. This framework is in early stages of adoption.
UNCLASSIFIED
Page 10 of 27
3.2
The summary below contains key observations noted during the review and associated ratings
following the assessment process. The descriptions noted are based on the P3M3TM process
perspectives and generic attributes.
Key Observations
DoFD recognises the concept of portfolio management but there remains a lack of clearly
documented and applied portfolio management processes. Portfolio governance is emerging, as
is the focus on benefits management and resource management.
The following are notable improvements since the 2010 assessment findings:
2010 Assessment
Management
Control
Resource
Management
Benefits
Management
2
1
1
Organisational
Governance
2
1
2
Financial
Management
2
Stakeholder
Management
Risk Management
UNCLASSIFIED
Page 11 of 27
Process
Perspectives
Process Description
Management
Control
The organisation recognises the portfolio but has little or nothing in terms
of documented processes or standards for managing the portfolio.
Benefit
Management
(Level 1)
(Level 1)
Financial
Management
(Level 2)
Stakeholder
Management
(Level 2)
Risk
Management
(Level 2)
Organisational
Governance
(Level 2)
Resource
Management
(Level 1)
UNCLASSIFIED
Page 12 of 27
2012 Assessment
2010 Assessment
Experience in Portfolio
Management
(Level 2)
Capability Development
(Level 2)
(Level 2)
Information &
Documentation
(Level 2)
Page 13 of 27
3.3
The summary below contains key observations noted during the review and associated ratings
following the assessment process. The descriptions noted are based on the P3M3TM process
perspectives and generic attributes.
Key Observations
DoFD recognises pockets of programme management, in particular M&PS and CBMS but
processes to control programme management are not yet consistently applied across the
organisation. In addition, benefit tracking and realisation is currently focused at project level.
The following are notable improvements since the 2010 assessment findings:
2012 Assessment
Management Control
Resource
Management
2
Organisational
Governance
Benefits Management
2
1
1
2
2
Risk Management
Financial Management
2
Stakeholder
Management
UNCLASSIFIED
Page 14 of 27
Process
Perspectives
Management
Control
(Level 1)
Benefit
Management
(Level 1)
Process Description
Programme management terminology is used by some members of the
organisation but not consistently, and possibly not understood by all
stakeholders. Programmes are conducted and managed according to
individual preferences.
There is some recognition that the concepts of benefits can be
differentiated from programme outcomes.
Financial
Management
Programme business cases are produced in various forms and the better
and more formal cases will present the rational on which to obtain
organisational commitment to the programme.
Stakeholder
Management
(Level 2)
(Level 2)
Risk
Management
(Level 2)
Organisational
Governance
(Level 2)
Resource
Management
(Level 1)
UNCLASSIFIED
Page 15 of 27
2012 Assessment
2010 Assessment
(Level 2)
Experience in Portfolio
Management
(Level 2)
Capability Development
(Level 2)
(Level 2)
Information &
Documentation
(Level 2)
Page 16 of 27
3.4
The summary below contains key observations noted during the review and associated ratings
following the assessment process. The descriptions noted are based on the P3M3TM process
perspectives and generic attributes.
Key Observations
Common control gates and understanding of project terminology exist however there remains
an inconsistent definition of both detailed processes and templates applied across projects.
Focus on project still at output or outcome level with limited attention to benefits realisation.
The following are notable improvements since the 2010 assessment findings:
DoFD has recently drafted a best practice project management framework, aligned to
PRINCE2;
Reporting and governance standards are being applied more consistently across the
organisation;
Greater focus on benefit realisation in both technology and business context;
Risks monitoring and control becoming more active at both project and within governance
framework; and
2010 Assessment
Management Control
Resource Management
Benefits Management
2
2
Organisational
Governance
3
2
Financial Management
3
Risk Management
Stakeholder Management
UNCLASSIFIED
Page 17 of 27
Process
Perspectives
Management
Control
(Level 2)
Benefit
Management
(Level 2)
Financial
Management
(Level 3)
Stakeholder
Management
(Level 2)
Risk
Management
(Level 2)
Organisational
Governance
(Level 3)
Resource
Management
(Level 2)
Process Description
The concepts of project management will have been grasped by the
organisation, and there may be local experts, such as experienced project
managers, working on key projects.
UNCLASSIFIED
Page 18 of 27
2012 Assessment
2010 Assessment
Experience in Portfolio
Management
(Level 3)
Capability Development
(Level 2)
Information &
Documentation
(Level 2)
Page 19 of 27
4.
The assessment team recommends DoFD set the following maturity levels:
Portfolio and Programme Management (Level 2) because
Consistent framework for delivery of programmes will enable clarity and increase certainty
in achieving desired change outcomes and benefits;
Increase alignment to strategic objectives, including clearer understanding of the
contribution initiatives made towards strategy;
Increase overall transparency and speed in decision making across initiatives (programmes
and projects) which will be key given current political and economic environment;
UNCLASSIFIED
Page 20 of 27
4.1
The information below summarises the assessment teams recommendation for target maturity
level across both the process perspectives and generic attributes. Where the level is already
attained, it has been excluded from the details below.
Process Perspective
Current Level
Target Level
Generic Attribute
Current Level
Target Level
UNCLASSIFIED
Page 21 of 27
4.2
The information below summarises the assessment teams recommendation for target maturity
level across both the process perspectives and generic attributes. Where the level is already
attained, it has been excluded from the details below.
Process Perspective
Current Level
Target Level
Generic Attribute
Current Level
Target Level
All at Level 2 currently
UNCLASSIFIED
Page 22 of 27
4.2
The information below summarises the assessment teams recommendation for target maturity
level across both the process perspectives and generic attributes. Where the level is already
attained, it has been excluded from the details below.
Process Perspective
Current Level
Target Level
UNCLASSIFIED
Page 23 of 27
Generic Attribute
Current Level
Target Level
UNCLASSIFIED
Page 24 of 27
5.
For each of the three sub-models (Portfolio Management, Programme Management and Project
Management) P3M3 examines up to 7 different process perspectives. Within each perspective 5
levels are used to describe P3M3 maturity, these levels can be applied independently within
each model, or across all three to assess overall P3M3 maturity.
3 Sub-models
Portfolio Management
The totality of an organisations investment (or a segment thereof) in the changes required to
achieve its strategic objectives. Portfolio Management describes the management of an
organisations portfolio of business change initiatives.
Programme Management
A project is a unique set of coordinated activities, with definite starting and finishing points,
undertaken by an individual or team to meet specific objectives within defined time, cost and
performance parameters as specified in the business case. Project Management guides a project
through a visible set of activities, from controlled start-up, through delivery, to controlled
closure, and review.
UNCLASSIFIED
Page 25 of 27
This ensures the desired business outcomes are clearly defined, measurable and ultimately
delivered through a structured approach. Best practice recommends that benefits are assessed
and approved by the organisational areas that will deliver them. Benefit dependencies and
other requirements should be clearly defined, and understanding gained on how the initiatives
outputs will deliver the benefits.
3. Financial Management
This ensures that likely costs are captured and evaluated in a formal business case and are
categorised and managed over the investment life cycle. There should be appropriate
involvement from the organisations financial functions, with approvals being embedded in the
broader organisational hierarchy. Best practice suggests that a business case should define the
value of the initiative to the business and contain a financial appraisal of the possible options.
4. Stakeholder Management
Best practice suggests that both internal and external stakeholders are analysed and engaged in
order to achieve the initiatives objectives. Stakeholder Management includes communications
planning, the effective identification and use of different communications channels, and
techniques to enable objectives to be achieved.
5. Risk Management
This views the way in which the organisation manages threats to, and opportunities presented
by, the initiative. Risk Management maintains a balance of focus on threats and opportunities,
with appropriate management actions to reduce or eliminate the likelihood/impact of any
identified threat.
6. Organisational Governance
This looks at how the delivery of initiatives is aligned to the organisations strategic direction,
including start-up, closure and during the initiatives lifecycle. This perspective looks at how
the impact of external factors might be controlled/mitigated, as opposed to Management
Control, which considers how internal control is maintained.
7. Resource Management
This covers management of all resources required for delivery, including human resources,
buildings, equipment, supplies, information, tools and supporting teams. A key element is the
process for acquiring resources and how supply chains are utilised to maximise their effective
use. In best practice there will be evidence of capacity planning and prioritisation to enable
effective resource management.
UNCLASSIFIED
Page 26 of 27
Basic management practices, e.g. tracking expenditure and scheduling resources, are in place
and being improved. Key individuals are trained and demonstrate a successful track record and
through them, the organisation is capable of repeating success. Initiatives are performed and
managed according to their documented plans; project status and delivery is visible to
management at defined points. There may still be inadequate measures of success; unclear
responsibilities; ambiguity/inconsistency in business objectives; unintegrated Risk
Management; limited Change Management; and inadequacies in communications strategy.
Maturity Level 3 Defined Processes
Management and technical processes are documented, standardised and integrated to some
extent with business processes. There is some process ownership and a group responsible for
maintaining consistency and delivering process improvements. Senior management are
engaged consistently, providing active and informed support. There is an established training
programme to develop individuals skills and knowledge.
Maturity Level 4 Managed Processes
The organisation has defined processes that are quantitatively managed, i.e. controlled using
metrics. There are quantitative objectives for quality and process performance, and these are
being used in managing processes. Top management are proactively seeking out innovative
ways to achieve goals. Using metrics, management can effectively control processes and identify
ways to adjust and adapt them to particular initiatives without loss of quality.
UNCLASSIFIED
Page 27 of 27