[PMG] Programme Maturity - How are Managers Measuring Up?

Programme Maturity – How are Managers Measuring Up?

- Presentation at PMI2002 reveals the truth, Cannes, France, 19-20 June 2002
- Additional presentation provides advice on selecting projects

Leeds, England – 26 April 2002 – Geoff Reiss, Chairman of The Program Management Group (PMG) www.pm-group.co.uk will reveal the results of the first year of the innovative Programme Management Maturity Model (PMMM) at the 5th annual PMI® European Conference, Cannes in June. The online metric,which went live last summer, has captured the details and experiences of over 360 separate projects. With Mr Paul Rayner of Logica UK Ltd, Geoff Reiss will present "Programme Management Maturity Model - One Year On".

Geoff Reiss is also jointly presenting another paper at PMI2002, with Mr Malcolm Anthony of ProjectProject Limited "Selecting Projects for Success" will examine how companies can select projects that deliver the greatest business benefits, avoiding the "Bathtub Syndrome". Reiss and Anthony head a UK group working towards a public domain method for selecting projects and measuring benefits. Reiss comments: "There is a better way of selecting projects than allowing senior executives to dream them up in their Sunday morning bathtubs."

PMMM
With PMMM, organisations or individuals can evaluate their programmes in management terms, comparing their own maturity with that of others on a fair basis. It allows participants to understand strengths and weaknesses and to develop a plan to improve their ability to deliver successful programmes.

PMMM, jointly developed by Paul Rayner of the Enterprise Performance Practice at Logica and Geoff Reiss of PMG, is available from, the web site of ProgM - the joint Programme Management Specific Interest Group of the British Computer Society and the Association for Project Management. The pair will present the findings of the first year's online activity.

PMMM, available without charge for individuals, measures 55 indicators, from
team definition to budget control, to provide an individual profile. These
indicators are compared with a growing database of peer profiles to determine maturity and to help an organisation to focus on improvements.

"Programme Management is an emerging technique for managing multiple projects," commented Geoff Reiss. "Because it is still in its infancy, many managers don't know if their techniques measure up. The aim of PMMM is to provide some objective feedback, and what better metric than a database of other programmes?"

PMMM is based upon the processes defined in the OGC's publication "Managing
Successful Programmes", and uses carefully worded statements based upon the
characteristics associated with successful programmes. These statements
take the form of a questionnaire. Each completed questionnaire is submitted
through a validation stage and then compared to the database of previous
responses. The scores provide a graphical profile of the programme's level
of maturity in each management process.

The Program Management Group (PMG), based in Yorkshire's "Silicon Dale" designs, develops and markets programme management software and services.
Founded as Hydra Development Corporation in 1996, the fast-growing company spent over four years developing and refining its revolutionary programme management product - Hydra, and has in less than 3 years established an international customer base of 32 global organisations, with over 5,000 users.
PMG's Hydra product is a complete programme management suite, offering resource-centric, multi-project, multi-site planning capabilities. Its patent, intelligent pre-emptive resource scheduling allows organisations to successfully plan and implement multiple simultaneous projects without the limitations of discrete task-centric project management tools.

The Program Management Group
Lisa Benecke
Tel: 01937 54 71 71

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