Unless that direction is clear, the staff resources of the corporation may wander away from the high priority needs of the marketplace or service area. When the direction of the corporation is clearly defined, that direction forms a pact of sorts between the board and management.
At this class, organizations tend not to have consistent project management discipline, but rely on the skills of individual project managers for success.
At this class, organizations tend to apply basic project management capabilities to projects; project planning tends to be more efficient and reporting often begins to be centralized. At this class, project management processes tend to become standardized; project information is often collected centrally and projects tend to be approved and overseen by a designated governance body.
At this class, organizations tend to have integrated multi-project planning and control, where projects are managed as investment programs where appropriate to improve project selection, resource allocation, and project timing.
Project related processes are to be integrated with corporate processes and structures; project performance analysis is advanced enough to provide input to process improvement and project planning; and standard governance structures are in place for project approval and oversight.
At this class, projects are selected and overseen based on contribution to the strategic plan. Project approval, timing, and resource allocation decisions are continually re-assessed to ensure optimal use of resources.
Project management practices are continuously improved based on measurement of key performance indicators of compliance and project success.
Project and portfolio management information systems are used to share information between project teams and between projects and management. The organization is "projectized" structurally and culturally to optimize success of strategic projects.
Instructions If the answer to any individual question is unknown for any reason, please select the lowest score option for the question. The tool is also available on-line. For further information on how to setup a user account and complete an assessment on-line, please contact your departmental coordinator.
If you require more specific information on the purpose of the knowledge areas or the significance of a particular rating, please refer to the User Guide. For definition of terms, please refer to the Glossary included at the end of the User Guide.
Some of the terminology used in the assessment tool may not be a best fit for your organization. Please consult with your departmental coordinator on how the terms are to be applied in your organization.
Organizational Project Management Capacity Assessment 3. Do executive management performance management accords PMA include project performance metrics for example, achievement of project results, completed on time, on budget and on scope?
Demonstrate the degree to which executive management have personal performance linked with the success of projects. This information may not be directly accessible.
Consider a survey or interview approach to gather the required information. To what extent is the portfolio of planned projects selected, prioritized, and resourced according to its contribution to the organization's strategic objectives as outlined in the Program Alignment Architecture PAA in support of the Management Resources and Results Structure MRRS Policy?
Demonstrate the level of alignment of the portfolio of planned projects with the organization's strategic objectives. Consider the alignment of the portfolio of planned projects to the objectives of the Government of Canada or the objectives of other departments.
Based on the organization's portfolio of all planned projects included in its investment plan, calculate the percentage of projects expected to be selected, prioritized, and resourced according to their contributions to the organization's strategic objectives.
Reference to recently completed strategic reviews or other such activities may provide assistance in responding to this question.
Does the organization consider resource capacity and capability e. Demonstrate that the organization considers its capacity and capability when selecting and scheduling projects.
Capacity has an impact on how much work can be undertaken and completed by an organization in a given time period.
It also impacts the quality of deliverables. Does the organization employ a process by which redundant projects are eliminated? Demonstrate that the organization minimizes the allocation of resources to unnecessary projects.
To what extent does the organization regularly review and assess the contribution and progress of projects currently in project implementation against the organization's strategic objectives and take action based on risks and issues to ensure projects continue to provide value?
Demonstrate the organization's ability to ensure that projects are providing value through regular review and assessment regular as defined by the organization and, if the projects are not meeting their objectives, take appropriate action.
Based on the organization's portfolio of all planned projects included in its investment plan, calculate the percentage of projects expected to be regularly reviewed and assessed and for which action will be taken based on risks and issues.
If the organization has a function that supports and provides advice to organizational executive management regarding its projects e.
Does the organization manage groups of related projects as an investment program to gain the benefits and leverage control mechanisms not available from managing them individually? Demonstrate that related projects are managed in an integrated and cohesive manner.
Only consider all related projects, which should all be managed together to best manage to the desired results. To what extent do project managers regularly assess the dependencies between projects and resources e. Demonstrate that project dependencies and resources are assessed regularly as defined by the organization and are efficiently allocated.Risk assessment is an important step in the project management life cycle.
The occurrence of even one serious risk can threaten the entire life of a project — throwing it off schedule, overworking team members, causing cost overruns, and upsetting stakeholders.
A Strategic Risk Assessment is a systematic and continual process for assessing significant risks facing an enterprise.
Conducting an initial assessment is a valuable activity for. The Strategic Assessment Model (SAM) The APPA Strategic Assessment Model is an essential tool that can be used to achieve organizational excellence through continuous improvement. Mastering the traditional skills of project management, such as managing tasks and timelines, are still essential to success, but incorporating a wider range of tools can empower project-based workers to excel in increasingly complex work environments.
Among the skills our training will highlight are: resourcing, strategic thinking, problem. Risk management planning needs to be an ongoing effort that cannot stop after a qualitative risk assessment, or a Monte Carlo simulation, or the setting of contingency levels.
Risk management includes front-end planning of how major risks will be mitigated and managed once identified. North Carolina Department of Information Technology. PO Box Raleigh, NC Toll Free @NCDIT Twitter Feed.