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Portfolio, Programme and Project Management Maturity Model (P3M3®)

Version 2.1

P3M3® – Programme Model

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 P3M3® – Programme Model

4. Programme Management Maturity Model

This model was developed from research work Stakeholder management will be focused at all
undertaken during the preparation OGC’s Managing levels within the organization and on key external
Successful Programmes (MSP™) framework and influencers
the subsequent experiences of MSP and the original
Governance will be achieved through consistent
version of P3M3.
programme strategies and the application of
organizational or portfolio standards, where
Definition of programme management
they exist
Programmes exist to manage the complexities
involved in delivering beneficial change. Programme Planning will be orientated towards delivering
management is focused on the areas of tension outcomes through step changes (tranches) and
between strategic direction, project delivery and managing project interdependencies
operational effectiveness. Mature organizations
Business cases will focus on beneficial change
recognize and manage this effectively.
balanced against the cost of delivery.
For the purposes of P3M3 a programme is defined
as a temporary, flexible organization created to Attributes of programme management
coordinate, direct and oversee the implementation The following sections set out the attributes for
of a set of related projects and activities in order each of the seven Process Perspectives within the
to deliver outcomes and benefits related to the Programme Management Maturity Model, at each
organization’s strategic objectives. of the five Maturity Levels, along with a description
of each attribute.
A programme is likely to have a lifespan of several
years. During a programme’s life cycle, projects are
initiated, executed and closed. Programmes provide an
umbrella under which projects can be coordinated, and
the programme integrates the projects so that it can
deliver an outcome greater than the sum of its parts.

Characteristics of programme management

Good programme management will be expected to
have the following characteristics.
Focus will be on direction and delivery of
organizational strategy
The delivery of a coherent capability will underpin
programme activities
Visions and blueprints will be within the
programme perimeter
Timescales may be loosely defined but there will be
a definite end point
Risk will be viewed in terms of aggregation and
operational transition
Issue orientation will be towards resolving inter-
project escalations and benefits delivery
Benefit realization will be dominant, with significant
focus on the rigour of benefit descriptions and
realization delivery

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 P3M3® – Programme Model

PgM3 - Management Control – Level 1 3. Programme management approach is evolving

Description and inconsistent, but there may be evidence of
Programme management terminology is used by some good practice in some areas
members of the organization but not consistently, and
4. Common vocabulary beginning to evolve
possibly not understood by all stakeholders.
5. Good examples of deployment but with
Programmes are conducted and managed according
inconsistency and varying levels of commitment
to individual preferences.
6. May be some strategic acknowledgement of
Specific Attributes the value of programme management but
1. Programme management may be seen simply as controls tend to be focused on identification
coordination of multiple projects and definition
2. No clear life cycle followed by individual
Generic Attributes
programmes
1. Localized information structures, with some
3. Programme adoption initiatives come from information sharing between teams
project teams rather than strategic commitment
2. Focus on documentation during start-up and
4. Any programme success is achieved through definition, but not maintained over initiative’s
enthusiasm and determination rather life cycle
than structure
3. Limited localized information controls, with no
5. Programme management is likely to be a formal release management arrangements
vague idea, perhaps limited to one department
4. Local reviews, with some corrective actions
undertaking a lot of projects and trying to
undertaken within the group
coordinate them
5. Generic training may be provided in key concepts,
Generic Attributes and there may be individuals undertaking
1. Training provision is uncoordinated, with little or qualification training
no knowledge sharing
6. Local sharing of knowledge may exist but mostly
2. Key individuals lack experience ad hoc
3. No standard roles, and responsibilities are not 7. Key individuals may have practical delivery
defined or are generic experience and track record
4. Some information available but is outdated, 8. Roles, responsibilities and competencies defined
unstructured and dispersed in some areas but not consistently across the
organization
5. Limited, if any, formal checking or review
9. Plans exist but are not underpinned by consistent
6. Plans, if any, are conceptual or merely sequences
development methodology, yet may still be
of events with rough timescales
effective locally
7. Planning, if any, likely to be an initial activity with
10. Planning seen as activity tracking rather than
little maintenance of ownership or tracking
proactive/forecasting
11. Estimation is more “guesstimation” and does
PgM3 - Management Control – Level 2
not use standard techniques
Description
The concepts of programme management will have
been grasped by the organization and there may PgM3 - Management Control – Level 3
be local experts, such as experienced programme Description
managers, working on key programmes. There is a centrally defined and documented approach
to a programme management life cycle and controls,
Specific Attributes and it is applied in all programmes by capable staff
1. Some strategic alignment of some programmes, who support programme teams.
but may be tentative and non-committal or may
only exist at definition and is not maintained
2. Evidence of project-based controls and tools still
being applied to some programmes

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Specific Attributes 11. Forums exist for sharing organizational

1. Central group defining programme management experience to improve individual and
life cycle and management controls organizational performance
2. Regular and standard progress reporting to 12. Centrally managed role definitions and
Programme Board and governance groups sets of competencies defined and used to
support appointments
3. Programme life cycle exists, with clearly defined
critical points (gates) and is applied consistently
PgM3 - Management Control – Level 4
4. Cross-project issues managed at programme
Description
level, with clearly defined escalation paths to
Programme management is seen as a key tool for the
enable resolution
delivery of strategic change objectives.
5. Consistent process for identification and
Within the programme environment the focus is on
resolution of issues
improvement of delivery through measurement and
6. Programmes have clearly defined descriptions analysis of performance.
of future state of the organization (blueprints or
target operating models) Specific Attributes
1. Flexible consideration of route and controls for
7. Programme life cycle and controls based on
programmes, applying controls as and when
consistent and centrally mandated framework
necessary, such as at critical points (go/no-go
8. All programmes have a Programme Board (or decision points)
equivalent) that functions effectively
2. Processes reviewed and evidence of best practice
9. Interface between business strategy and and latest techniques being adopted
programmes maintained throughout life cycle
3. Organization-wide acceptance of a common
10. May be over-focus on templates, causing approach that is supported by management
inflexibility, but with recognition of need behaviour
for flexibility
4. Programme life cycle focused on delivering
increasing organizational capability
Generic Attributes
1. Information has a refresh cycle or is regularly 5. Flexible deployment of programme life cycle
accessed
6. Programme progress reported regularly to
2. Organization-wide information standards on Executive Board
confidentiality, availability and integrity
7. Effective management of programmes using
3. Formal information release management benchmarks and metrics to track progress
procedures
8. Blueprints (or target operating models) and
4. Independent reviews take place defined outcomes at the core of planning and
progress measurement
5. Scrutiny largely for compliance reasons,
identifying failures rather than opportunities 9. Programmes reviewed at critical points (go/no-go
for improvement decision points) and direction changes take place
when required
6. Plans developed to a central and consistent
standard that is output- or goal-based 10. Evidence of critical point reviews leading to
programmes being stopped
7. Plan development takes into account a range of
relevant factors
Generic Attributes
8. Evidence of effective estimating techniques 1. Information is current and extensively referenced
for better decision-making
9. Dependencies are identified, tracked and
managed effectively 2. Trend analysis and measurement undertaken
on performance information to identify
10. Training is focused on the organization’s
improvement opportunities
approaches and raising competence of
individuals in specific roles 3. Knowledge management is a central function
and is used to help improve performance
and planning

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4. Reviews focus on opportunities to improve as 3. Review and improvement is continual and

well as compliance proactive, with lessons being shared openly
5. Plans kept up to date, with the application 4. Planning inherent in decision-making process,
of sophisticated planning techniques and with adjustments and implications managed
recognition of interdependencies and deployed
6. Extensive training is provided, focusing on 5. Active management of interdependencies
personal development and performance between initiative plans and other business plans
improvement
6. Estimations are accurate and used effectively to
7. Evidence of interventions to avoid conflicts and ensure delivery
take advantage of opportunities
7. High levels of competence embedded in all roles
8. Mentoring and individual development is used to and seen as part of career paths
improve organizational performance
8. Knowledge transfer is an inherent behaviour
9. Succession plans exist for key roles within the organization
9. Skills embedded into organizational leadership
PgM3 - Management Control – Level 5 and management development programmes
Description
Management controls ensure that the programme
PgM3 - Benefits Management – Level 1
approach delivers the strategic aims and objectives
Description
of the organization.
There is some recognition that the concept of benefits
Acceptance of programme management as the can be differentiated from programme outcomes.
optimal approach to strategic delivery is
organization-wide. Specific Attributes
1. No consolidation of project benefits
There is evidence of continual improvement.
2. Benefits defined in terms of outputs and
Specific Attributes results rather than measurable performance
1. Strategic and business planning cycles integrated improvement
with programme planning cycles
3. Benefits management has no common
2. Mature programme management processes understanding or definitions, but may be
that are proven and have been optimized to elements of a common vocabulary
maximize the likelihood of delivery success
4. Descriptions of benefits are brief and may be
3. Long-term evidence of programme management simply bullet point lists
commitment exemplified through numerous
5. No evidence of specific ownership of actions
programmes having followed a defined life cycle
associated with benefits realization
4. Subject matter experts collaborate with
practitioners to optimize processes Generic Attributes
1. Training provision is uncoordinated, with little or
5. Escalation routes from programmes to Executive
no knowledge sharing
Board are effective and provide resolutions
2. Key individuals lack experience
6. Organizational strategy directional changes
include consideration of impact on programmes 3. No standard roles, and responsibilities are not
defined or are generic
7. Evidence of programmes diverted or stopped
after review 4. Some information available but is outdated,
unstructured and dispersed
Generic Attributes
5. Limited, if any, formal checking or review
1. Information is valued, with continual
maintenance and reference 6. Plans, if any, are conceptual or merely sequences
of events with rough timescales
2. Evidence of extensive intelligence-gathering
processes, with information disseminated 7. Planning, if any, likely to be an initial activity with
through a variety of channels little maintenance of ownership or tracking

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PgM3 - Benefits Management – Level 2 11. Estimation is more “guesstimation” and does
Description not use standard techniques
Benefits are recognized as an element within
programme business cases. There may be some
PgM3 - Benefits Management – Level 3
documentation regarding who is responsible for
Description
particular benefits and their realization, but this is
There is a centrally managed and consistent
unlikely to be followed through or consistent.
framework for defining and tracking the realization of
benefits arising from programme outcomes.
Specific Attributes
1. Benefits described and defined but not
Specific Attributes
consistently across the organization’s
1. Centrally defined benefits measurement and
programmes or within individual programmes
assessment mechanisms in place and used by
2. Benefits, where they exist, largely regarded as all programmes
project orientated and will vary in different areas
2. Centrally managed set of processes, tools
3. Evidence of recognition of need to track benefits and templates used for benefits management
beyond “go live” activities in some areas activities
4. Some localized ownership of benefits 3. Programme life cycle includes realization of
benefits beyond the delivery of capability by
5. Measurement criteria for benefits may exist
individual projects
locally, but not consistently applied
4. Allocation of ownership for business activities
6. Different areas manage and account for benefits
required to release the benefits (broader than
in different ways
ownership of benefits profiles)
7. Communities of practitioners may exist and
5. Full description of each benefit and detailed
occasionally collaborate
explanations of how they will be achieved in
structured documentation with sign-offs
Generic Attributes
1. Localized information structures, with some 6. Benefit reviews scheduled for all programmes
information sharing between teams
7. Benefits reviewed by all Programme Boards as a
2. Focus on documentation during start-up and standard activity
definition, but not maintained over initiative’s
8. Evidence of common approach to defining
life cycle
relationship between project deliverables,
3. Limited localized information controls, with no achievement of outcomes and realization
formal release management arrangements of benefits
4. Local reviews, with some corrective actions 9. Reporting of key performance indicators relating
undertaken within the group directly to benefits
5. Generic training may be provided in key 10. Benefits identified at outset of programmes and
concepts, and there may be individuals underpinning information development
undertaking qualification training
Generic Attributes
6. Local sharing of knowledge may exist but
1. Information has a refresh cycle or is regularly
mostly ad hoc
accessed
7. Key individuals may have practical delivery
2. Organization-wide information standards on
experience and track record
confidentiality, availability and integrity
8. Roles, responsibilities and competencies defined
3. Formal information release management
in some areas but not consistently across the
procedures
organization
4. Independent reviews take place
9. Plans exist but are not underpinned by consistent
development methodology, yet may still be 5. Scrutiny largely for compliance reasons,
effective locally identifying failures rather than opportunities
for improvement
10. Planning seen as activity tracking rather than
proactive/forecasting

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6. Plans developed to a central and consistent 9. Various benefit measures designed and applied,
standard that is output- or goal-based depending on circumstances
7. Plan development takes into account a range 10. Ownership of benefits management processes,
of relevant factors with evidence of active improvement and
alignment
8. Evidence of effective estimating techniques
11. Flexibility in deployment of benefits management
9. Dependencies are identified, tracked and
processes
managed effectively
12. Benefits management well established, with
10. Training is focused on the organization’s
proven track record in managing and realizing
approaches and raising competence of
benefits across the organization
individuals in specific roles
13. Knowledge has been gained and is stored
11. Forums exist for sharing organizational
and utilized to manage benefits across
experience to improve individual and
the organization
organizational performance
12. Centrally managed role definitions and sets Generic Attributes
of competencies defined and used to support 1. Information is current and extensively referenced
appointments for better decision-making
2. Trend analysis and measurement undertaken
PgM3 - Benefits Management – Level 4 on performance information to identify
Description improvement opportunities
Benefits management is embedded within the
3. Knowledge management is a central function
programme management approach and there is
and is used to help improve performance
a focus on delivery of business performance from
and planning
programme outcomes.
4. Reviews focus on opportunities to improve as
Programme performance metrics are collected
well as compliance
and analyzed.
5. Plans kept up to date, with the application
Specific Attributes of sophisticated planning techniques and
1. Processes in place to identify and resolve double recognition of interdependencies
counting of benefits
6. Extensive training is provided, focusing on
2. Executive Board receives regular information on personal development and performance
benefits realization progress improvement
3. Use of industry techniques to assess and 7. Evidence of interventions to avoid conflicts and
measure progress (e.g. Balanced Scorecard) take advantage of opportunities
4. Business performance measured against historic 8. Mentoring and individual development is used to
trends, and impact of programmes and projects improve organizational performance
on business performance fully understood
9. Succession plans exist for key roles
5. Benefits defined at programme level, cascaded
down to projects and tracked
PgM3 - Benefits Management – Level 5
6. Benefits categorized, with a mix of long- Description
and short-term benefits being pursued by Benefits management is embedded within the
programmes; recognition of differences between organizational approach to strategic change and is
strategic benefits applicable to all programmes assessed as part of the development of organizational
and those specific to individual programmes strategies.
or projects
Business performance metrics are linked to, and
7. Benefit reviews undertaken regularly and action underpin, the recognition of benefits realization.
taken to leverage opportunities There is evidence of continual improvement.
8. “Dis-benefits” identified and actively managed
as part of benefits management processes

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Specific Attributes 3. No structured approach to budget development,

1. Clear links between strategic decision-making with budgets likely to be ad hoc and not against
processes and benefits realization, with standards
management of these links embedded
4. Budgets seen in terms of external spend only
2. Strategic objectives have defined beneficial
impacts that are clear and aligned with Generic Attributes
programme priorities 1. Training provision is uncoordinated, with little or
no knowledge sharing
3. Development and use of innovative techniques
based on experience 2. Key individuals lack experience
4. Management of opportunities to enhance 3. No standard roles, and responsibilities are not
benefits realization potential embedded within defined or are generic
the organization
4. Some information available but is outdated,
5. Strategic priorities seen to affect benefit unstructured and dispersed
realization measures and priorities
5. Limited, if any, formal checking or review
Generic Attributes 6. Plans, if any, are conceptual or merely sequences
1. Information is valued, with continual of events with rough timescales
maintenance and reference
7. Planning, if any, likely to be an initial activity with
2. Evidence of extensive intelligence-gathering little maintenance of ownership or tracking
processes, with information disseminated
through a variety of channels
PgM3 - Financial Management – Level 2
3. Review and improvement is continual and Description
proactive, with lessons being shared openly Programme business cases are produced in various
forms and the better and more formal cases
4. Planning inherent in decision-making process,
will present the rationale on which to obtain
with adjustments and implications managed
organizational commitment to the programme.
and deployed
Overall cost of the programme is not monitored or
5. Active management of interdependencies
fully accounted for.
between initiative plans and other business plans
6. Estimations are accurate and used effectively to Specific Attributes
ensure delivery 1. May be some programme business cases,
but likely to be simple aggregation of project
7. High levels of competence embedded in all roles
business cases
and seen as part of career paths
2. Programme management costs may be seen as
8. Knowledge transfer is an inherent behaviour
an overhead and benefits may not be defined
within the organization
3. Local financial processes in place, but no
9. Skills embedded into organizational leadership
consistency across the organization
and management development programmes
4. Budgets for change management teams not
included in programme business cases
PgM3 - Financial Management – Level 1
Description 5. Procurement undertaken inconsistently
There is little or no financial control at programme
level. There is a lack of accountability and monitoring Generic Attributes
of programme expenditure. 1. Localized information structures, with some
information sharing between teams
Specific Attributes
2. Focus on documentation during start-up and
1. Programme management budgets rare
definition, but not maintained over initiative’s
2. Weak or no financial control of project (and life cycle
other initiative) expenditure, may be restricted to
3. Limited localized information controls, with no
cost tracking at best
formal release management arrangements

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4. Local reviews, with some corrective actions 9. Contracts placed using professional procurement
undertaken within the group support to ensure best value for money
5. Generic training may be provided in key 10. Standard financial estimation and value for
concepts, and there may be individuals money techniques
undertaking qualification training
11. Programme business cases contain a range
6. Local sharing of knowledge may exist but of options that are appraised
mostly ad hoc
12. Programme funding allocated as part of
7. Key individuals may have practical delivery organizational funding schedules
experience and track record
13. Business case reviews scheduled and undertaken
8. Roles, responsibilities and competencies defined regularly
in some areas but not consistently across the
organization Generic Attributes
1. Information has a refresh cycle or is regularly
9. Plans exist but are not underpinned by consistent
accessed
development methodology, yet may still be
effective locally 2. Organization-wide information standards on
confidentiality, availability and integrity
10. Planning seen as activity tracking rather than
proactive/forecasting 3. Formal information release management
procedures
11. Estimation is more “guesstimation” and does
not use standard techniques 4. Independent reviews take place
5. Scrutiny largely for compliance reasons,
PgM3 - Financial Management – Level 3 identifying failures rather than opportunities
Description for improvement
There are centrally established standards for the
6. Plans developed to a central and consistent
preparation of business cases and processes for their
standard that is output- or goal-based
management throughout the programme life cycle.
7. Plan development takes into account a range of
Programme managers monitor costs and expenditure
relevant factors
in accordance with organizational guidelines and
procedures, with defined interfaces with other 8. Evidence of effective estimating techniques
financial functions within the organization.
9. Dependencies are identified, tracked and
managed effectively
Specific Attributes
1. Standardized approach to programme business 10. Training is focused on the organization’s
case development approaches and raising competence of
individuals in specific roles
2. Issues and risks assessed in financial terms
11. Forums exist for sharing organizational
3. Guidelines exist on broad range of costs to be
experience to improve individual and
included in, and excluded from, budgets
organizational performance
4. Programme approval processes integrated with
12. Centrally managed role definitions and sets
organizational approval processes and operated
of competencies defined and used to support
by corporate finance function
appointments
5. Programmes and their projects have scheduled
and managed funds
PgM3 - Financial Management – Level 4
6. Clearly defined levels of authority for Description
expenditure and sign-off The organization is able to prioritize investment
opportunities effectively in relation to the availability
7. Centrally managed templates for developing
of funds and other resources.
business cases and financial plans
Programme budgets are managed effectively and
8. Business performance tracked for evidence of
programme performance against cost is monitored
benefits realization
and compared.

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Specific Attributes PgM3 - Financial Management – Level 5

1. Cumulative financial margins set for programme Description
budget and at project level Programme financial controls are fully integrated with
those of the organization. Cost estimation techniques
2. Distinct programme and project budgets,
used at the programme level are continually reviewed
managed and having clear accountability
in terms of actual versus estimate comparisons to
3. Funds to support programme identified at improve estimation throughout the organization.
organization level and factored into
There is evidence of continual improvement.
expenditure plans
4. Regular business case reviews at critical points Specific Attributes
(end of tranche or gates) and evidence of them 1. Programme delivery costs built into business
being acted on financial management cycle
5. Financial rigour applied to programmes in a 2. Executive Board-level support and commitment
flexible manner appropriate to risks associated to programme-related expenditure, although
with programme sometimes managed by Investment Board
6. Cost of change accounted for in all programmes 3. Programme funding integrated into business
as well as programme and project management planning process
costs, and includes operating costs
4. Organizational financial risks shared with
7. Procurement and contract placement undertaken programmes and effective mitigation and
consistently solutions sought
5. Integrated approach to investment management
Generic Attributes
1. Information is current and extensively referenced
Generic Attributes
for better decision-making
1. Information is valued, with continual
2. Trend analysis and measurement undertaken maintenance and reference
on performance information to identify
2. Evidence of extensive intelligence-gathering
improvement opportunities
processes, with information disseminated
3. Knowledge management is a central function through a variety of channels
and is used to help improve performance
3. Review and improvement is continual and
and planning
proactive, with lessons being shared openly
4. Reviews focus on opportunities to improve as
4. Planning inherent in decision-making process,
well as compliance
with adjustments and implications managed
5. Plans kept up to date, with the application and deployed
of sophisticated planning techniques and
5. Active management of interdependencies
recognition of interdependencies
between initiative plans and other business plans
6. Extensive training is provided, focusing on
6. Estimations are accurate and used effectively to
personal development and performance
ensure delivery
improvement
7. High levels of competence embedded in all roles
7. Evidence of interventions to avoid conflicts and
and seen as part of career paths
take advantage of opportunities
8. Knowledge transfer is an inherent behaviour
8. Mentoring and individual development is used to
within the organization
improve organizational performance
9. Skills embedded into organizational leadership
9. Succession plans exist for key roles
and management development programmes

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PgM3 - Stakeholder Engagement – Level 1 6. Some stakeholders advised or consulted, and

Description feedback processed
Stakeholder engagement and communication is
7. Key messages delivered inconsistently, with no
rarely used by programmes as an element of the
audit trails
delivery toolkit.
8. Structured approach beginning to evolve, but
Specific Attributes based on good practice of one or two key
1. Concept of stakeholder engagement may be individuals
acknowledged but is undefined
Generic Attributes
2. Programmes communicate with stakeholders on
1. Localized information structures, with some
ad hoc basis, relying on individuals within the
information sharing between teams
team taking the initiative
2. Focus on documentation during start-up and
3. No structured approach to stakeholder
definition, but not maintained over initiative’s
engagement and communications
life cycle
Generic Attributes 3. Limited localized information controls, with no
1. Training provision is uncoordinated, with little or formal release management arrangements
no knowledge sharing
4. Local reviews, with some corrective actions
2. Key individuals lack experience undertaken within the group
3. No standard roles, and responsibilities are not 5. Generic training may be provided in key
defined or are generic concepts, and there may be individuals
undertaking qualification training
4. Some information available but is outdated,
unstructured and dispersed 6. Local sharing of knowledge may exist but
mostly ad hoc
5. Limited, if any, formal checking or review
7. Key individuals may have practical delivery
6. Plans, if any, are conceptual or merely sequences
experience and track record
of events with rough timescales
8. Roles, responsibilities and competencies defined
7. Planning, if any, likely to be an initial activity with
in some areas but not consistently across the
little maintenance of ownership or tracking
organization
9. Plans exist but are not underpinned by consistent
PgM3 - Stakeholder Engagement – Level 2
development methodology, yet may still be
Description
effective locally
Some programmes will be communicated to
stakeholders, but this is linked more to the personal 10. Planning seen as activity tracking rather than
initiative of programme managers than to a structured proactive/forecasting
approach being deployed by the organization.
11. Estimation is more “guesstimation” and does
not use standard techniques
Specific Attributes
1. Evidence may exist of more sophisticated analysis
and communications planning for PgM3 - Stakeholder Engagement – Level 3
some programmes Description
There is a centrally managed and consistent approach
2. Most stakeholder analysis is basic and
to stakeholder engagement and communications used
inconsistent, limited to the issue of what
by all programmes.
stakeholders are interested in
3. Programmes recognize stakeholder groupings Specific Attributes
but are limited to local knowledge 1. Centrally defined and consistent approach, and
supporting process, for identifying and analyzing
4. Some programmes have their own
stakeholders
communications plans but they focus on merely
transmitting information 2. Programmes consider stakeholder needs
and stakeholders are actively involved in
5. Outgoing communications channels from
decision-making
programmes are limited, with focus on email
or websites

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3. Corporate communications (or equivalent) PgM3 - Stakeholder Engagement – Level 4

are involved in development of stakeholder Description
engagement processes and procedures Sophisticated techniques are used to analyze and
engage the programme stakeholder environment
4. Stakeholders have authority and clearly defined
effectively, and quantitative information is used to
roles within programme
underpin the assessment of effectiveness.
5. Audit trails of communications maintained for
all programmes Specific Attributes
1. Sophisticated approach to analyzing, segmenting
6. Structured, centrally managed communications
and maintaining stakeholder perspective
plan balances communications from all
information
programmes
2. Extensive range of communications channels and
7. Communications channels vary and are used to
techniques used to deliver messages
target and deliver messages effectively
3. Effectiveness of communications and stakeholder
8. Communications budget exists
engagement is measured, and is high
9. Much of this approach is provided by the
4. Critical stakeholders embedded in decision-
permanent Programme Office
making process
Generic Attributes 5. Stakeholder reactions analyzed, and evidence
1. Information has a refresh cycle or is regularly of proactive communications management
accessed to influence stakeholder attitudes and levels
of support
2. Organization-wide information standards on
confidentiality, availability and integrity 6. Programme leaders engaged with and
supporting communications activities
3. Formal information release management
procedures 7. Stakeholder identification and analysis covers
internal and external groups, with information
4. Independent reviews take place
maintained centrally
5. Scrutiny largely for compliance reasons,
8. Programmes with high levels of market or
identifying failures rather than opportunities
community consultation are commonly at
for improvement
this level
6. Plans developed to a central and consistent
standard that is output- or goal-based Generic Attributes
1. Information is current and extensively referenced
7. Plan development takes into account a range
for better decision-making
of relevant factors
2. Trend analysis and measurement undertaken
8. Evidence of effective estimating techniques
on performance information to identify
9. Dependencies are identified, tracked and improvement opportunities
managed effectively
3. Knowledge management is a central function
10. Training is focused on the organization’s and is used to help improve performance
approaches and raising competence of and planning
individuals in specific roles
4. Reviews focus on opportunities to improve as
11. Forums exist for sharing organizational well as compliance
experience to improve individual and
5. Plans kept up to date, with the application
organizational performance
of sophisticated planning techniques and
12. Centrally managed role definitions and sets recognition of interdependencies
of competencies defined and used to
6. Extensive training is provided, focusing on
support appointments
personal development and performance
improvement
7. Evidence of interventions to avoid conflicts and
take advantage of opportunities

12 Portfolio, Programme and Project Management Maturity Model (P3M3®)

 P3M3® – Programme Model

8. Mentoring and individual development is used to PgM3 - Risk Management – Level 1

improve organizational performance Description
There is minimal evidence of risk management being
9. Succession plans exist for key roles
used to any beneficial effect on programmes.
There may be evidence of risks being documented but
PgM3 - Stakeholder Engagement – Level 5
little evidence of active management.
Descriptions
Communications are being optimized from
Specific Attributes
extensive knowledge of the programme stakeholder
1. Risk register may exist, but unlikely to be
environment, to enable the programmes to achieve
maintained throughout programme life cycle
their objectives.
2. Focus of management attention is on dealing
There is evidence of continual improvement.
with issues as they arise, with a reactive rather
than proactive approach
Specific Attributes
1. Stakeholder engagement embedded in the 3. Risk identification, if any, is a one-off activity
organization’s culture at start-up
2. Communications active, bi-directional and 4. Foreseeable threats regularly impact on
embedded in decision-making process programmes and their projects
3. Stakeholders fully engaged in change process at 5. Inconsistent use of risk management terminology
all levels
Generic Attributes
4. Communications recognized by Executive Board
1. Training provision is uncoordinated, with little
as a key leadership tool
or no knowledge sharing
5. Communications measured, relevant and trusted
2. Key individuals lack experience
Generic Attributes 3. No standard roles, and responsibilities are not
1. Information is valued, with continual defined or are generic
maintenance and reference
4. Some information available but is outdated,
2. Evidence of extensive intelligence-gathering unstructured and dispersed
processes, with information disseminated
5. Limited, if any, formal checking or review
through a variety of channels
6. Plans, if any, are conceptual or merely sequences
3. Review and improvement is continual and
of events with rough timescales
proactive, with lessons being shared openly
7. Planning, if any, likely to be an initial activity with
4. Planning inherent in decision-making process,
little maintenance of ownership or tracking
with adjustments and implications managed
and deployed
PgM3 - Risk Management – Level 2
5. Active management of interdependencies
Description
between initiative plans and other business plans
Risk management is recognized and used on
6. Estimations are accurate and used effectively to programmes, but there are inconsistent approaches
ensure delivery which result in different levels of commitment and
effectiveness.
7. High levels of competence embedded in all roles
and seen as part of career paths
Specific Attributes
8. Knowledge transfer is an inherent behaviour 1. Different areas and programmes manage risk in
within the organization different ways
9. Skills embedded into organizational leadership 2. Some programmes recognize different categories
and management development programmes of risk (e.g. distinguishing between project and
operational risks)
3. Risk responses may be ineffective, leading to
over-emphasis on issues

Portfolio, Programme and Project Management Maturity Model (P3M3®) 13

 P3M3® – Programme Model

4. Inconsistency of approach to the assessment 10. Planning seen as activity tracking rather than
of risks, and although there may be examples proactive/forecasting
of good practice in some programmes or some
11. Estimation is more “guesstimation” and does
parts of the business, it lacks consistency
not use standard techniques
5. Local risk management processes in place and
managed by Programme Board and teams
PgM3 - Risk Management – Level 3
6. Risks may be reviewed by Programme Board but Description
with varying levels of commitment Programme risk management is based on a centrally
defined process that is cognizant of the organization’s
7. Processes exist for escalating project risks to
policy for the management of risks and is used
programme level, and work effectively for
consistently.
some programmes
8. Risk status reported to Programme Board on Specific Attributes
ad hoc basis 1. Centrally defined risk management framework
defined, owned and deployed to all programmes
9. Risk management may be seen by many
stakeholders as a “ritual” 2. Risk management intervention points and
reviews embedded within programme life cycle
10. Little reference to and understanding of early
warning indicators 3. Risks consistently categorized by type (e.g.
commercial, operational or strategic)
11. Roles and responsibilities for risk management
present but inconsistent 4. Standard risk management templates and tools
used extensively and consistently
12. Risk management may have more focus during
early stages of programmes, particularly business 5. Programme risks tend to have more focus than
case approval stage, but focus not maintained strategic or operational risks
throughout programme life cycle
6. Programme Board reviews risks as a standard
agenda item
Generic Attributes
1. Localized information structures, with some 7. Risk assessment techniques defined and
information sharing between teams deployed consistently
2. Focus on documentation during start-up and 8. There is a route for the escalation and delegation
definition, but not maintained over initiative’s of risk responses between programme and
life cycle business operations and strategy
3. Limited localized information controls, with no 9. Risk escalation and delegation between
formal release management arrangements programme and its projects works consistently
and effectively
4. Local reviews, with some corrective actions
undertaken within the group 10. Regular risk reporting to organizational functions
5. Generic training may be provided in key 11. Ownership of risk responses is being applied
concepts, and there may be individuals consistently
undertaking qualification training
12. Permanent Programme Office will be looking for
6. Local sharing of knowledge may exist but risks spanning more than one programme, and
mostly ad hoc aggregating their impact
7. Key individuals may have practical delivery
Generic Attributes
experience and track record
1. Information has a refresh cycle or is regularly
8. Roles, responsibilities and competencies defined accessed
in some areas but not consistently across the
2. Organization-wide information standards on
organization
confidentiality, availability and integrity
9. Plans exist but are not underpinned by consistent
3. Formal information release management
development methodology, yet may still be
procedures
effective locally
4. Independent reviews take place

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 P3M3® – Programme Model

5. Scrutiny largely for compliance reasons, 9. Evidence of expertise applied to specialist

identifying failures rather than opportunities risk areas (e.g. financial, health and safety,
for improvement environmental, etc.)
6. Plans developed to a central and consistent
Generic Attributes
standard that is output- or goal-based
1. Information is current and extensively referenced
7. Plan development takes into account a range for better decision-making
of relevant factors
2. Trend analysis and measurement undertaken
8. Evidence of effective estimating techniques on performance information to identify
improvement opportunities
9. Dependencies are identified, tracked and
managed effectively 3. Knowledge management is a central function
and is used to help improve performance
10. Training is focused on the organization’s
and planning
approaches and raising competence of
individuals in specific roles 4. Reviews focus on opportunities to improve as
well as compliance
11. Forums exist for sharing organizational
experience to improve individual and 5. Plans kept up to date, with the application
organizational performance of sophisticated planning techniques and
recognition of interdependencies
12. Centrally managed role definitions and sets
of competencies defined and used to support 6. Extensive training is provided, focusing on
appointments personal development and performance
improvement
PgM3 - Risk Management – Level 4 7. Evidence of interventions to avoid conflicts and
Description take advantage of opportunities
Programme risk management is working effectively,
8. Mentoring and individual development is used to
is embedded, and the value of risk management can
improve organizational performance
be demonstrated.
9. Succession plans exist for key roles
There is evidence of opportunity management and
management of risk aggregation.
PgM3 - Risk Management – Level 5
Specific Attributes Description
1. Set of known standard risks defined and Risk management is embedded in the culture of the
allocated to programmes for assessment organization and underpins all decision-making within
and control programmes.
2. Aggregated risk levels across programmes There is evidence of continual improvement.
tracked and managed
Specific Attributes
3. Clear understanding of level of risk exposure
1. Accountability for management of risk at
from programmes being undertaken
Executive Board level
4. Reference to risk management embedded in all
2. Executive Board has clear visibility of risk
programme life cycle activities
exposure to the organization from programmes
5. Risk management seen as organizational
3. Risk assessment underpins all decision-making
process, with clear ownership
4. Organizational risk management policy
6. Flexible deployment of proven standards and
and supporting governance deployed into
techniques to help programme processes that
programme environment
are under continual review, with evidence of
continual improvement 5. Programmes react quickly and effectively to
changes in risk profile and exposure
7. Threshold limits for early warning indicators set,
with associated escalations in place 6. Options and risk sensitivity analysis undertaken,
and scenario modelling used
8. Risk management actively owned within
line management as well as programme 7. Risk appetite for each programme defined and
management used to manage against

Portfolio, Programme and Project Management Maturity Model (P3M3®) 15

 P3M3® – Programme Model

8. Sophisticated approach to risk management, 5. Limited, if any, formal checking or review

balancing threats and opportunities in the
6. Plans, if any, are conceptual or merely sequences
decision-making process
of events with rough timescales
Generic Attributes 7. Planning, if any, likely to be an initial activity with
1. Information is valued, with continual little maintenance of ownership or tracking
maintenance and reference
2. Evidence of extensive intelligence-gathering PgM3 - Organizational Governance – Level 2
processes, with information disseminated Description
through a variety of channels Programme management from an organizational
perspective is beginning to take shape but with ad
3. Review and improvement is continual and
hoc controls and no clear strategic control. Roles
proactive, with lessons being shared openly
and responsibilities will be inconsistent, as will
4. Planning inherent in decision-making process, reporting lines.
with adjustments and implications managed
and deployed Specific Attributes
1. Programme manager role may not have
5. Active management of interdependencies
embedded organizational authority
between initiative plans and other business plans
2. Programme Boards may exist, but with ad hoc
6. Estimations are accurate and used effectively to
membership, acting more as consultation groups
ensure delivery
than delivery groups
7. High levels of competence embedded in all roles
3. Governance responsibilities dealt with in ad
and seen as part of career paths
hoc way, and not in line with organizational
8. Knowledge transfer is an inherent behaviour governance requirements
within the organization
4. Corporate functions not referenced in
9. Skills embedded into organizational leadership programme design and delivery
and management development programmes
5. Business change managers or leaders may exist
but roles not embedded in programme and they
PgM3 - Organizational Governance – Level 1 may lack consistency or authority
Description
Some informal governance of programmes may exist Generic Attributes
but with undefined links to projects and/or broader 1. Localized information structures, with some
organizational controls. Roles are unlikely to be information sharing between teams
formally defined.
2. Focus on documentation during start-up and
definition, but not maintained over initiative’s
Specific Attributes
life cycle
1. Programmes and initiatives make decisions
without reference to organizational hierarchy 3. Limited localized information controls, with no
formal release management arrangements
2. Activities likely to be restricted to project
coordination 4. Local reviews, with some corrective actions
undertaken within the group
3. Programmes may be linked to specific business
units, with governance confined to the 5. Generic training may be provided in key
unit rather than integrated into the wider concepts, and there may be individuals
organization undertaking qualification training
6. Local sharing of knowledge may exist but
Generic Attributes
mostly ad hoc
1. Training provision is uncoordinated, with little or
no knowledge sharing 7. Key individuals may have practical delivery
experience and track record
2. Key individuals lack experience
8. Roles, responsibilities and competencies defined
3. No standard roles, and responsibilities are not
in some areas but not consistently across the
defined or are generic
organization
4. Some information available but is outdated,
unstructured and dispersed

16 Portfolio, Programme and Project Management Maturity Model (P3M3®)

 P3M3® – Programme Model

9. Plans exist but are not underpinned by consistent Generic Attributes

development methodology, yet may still be 1. Information has a refresh cycle or is regularly
effective locally accessed
10. Planning seen as activity tracking rather than 2. Organization-wide information standards on
proactive/forecasting confidentiality, availability and integrity
11. Estimation is more “guesstimation” and does 3. Formal information release management
not use standard techniques procedures
4. Independent reviews take place
PgM3 - Organizational Governance – Level 3
5. Scrutiny largely for compliance reasons,
Description
identifying failures rather than opportunities
Centrally defined organizational controls are applied
for improvement
consistently to all programmes, with decision-making
structures in place and linked to organizational 6. Plans developed to a central and consistent
governance. standard that is output- or goal-based
7. Plan development takes into account a range
Specific Attributes
of relevant factors
1. Legal and regulatory controls embedded
in programme life cycle and processes 8. Evidence of effective estimating techniques
2. Decision-making within programme has 9. Dependencies are identified, tracked and
audit trails managed effectively
3. Process exists for stopping or changing a 10. Training is focused on the organization’s
programme’s direction approaches and raising competence of
individuals in specific roles
4. Clear reporting lines within the programme,
including to senior management 11. Forums exist for sharing organizational
experience to improve individual and
5. Personal objectives/performance and programme
organizational performance
management responsibilities defined for key
individuals 12. Centrally managed role definitions and sets
of competencies defined and used to support
6. Standard programme organizational structure
appointments
available for use by each programme and
deployed flexibly
PgM3 - Organizational Governance – Level 4
7. Reporting structure in place, used consistently
Description
to keep the business informed of programme
There will be clearly aligned programme decision-
progress and interweaving with current business
making processes that adopt and integrate with
performance reporting
broader organizational governance and which are
8. Difference between responsibility and transparent to those involved.
accountability clearly developed within
Programme management responsibilities are
programme management framework
embedded within broader role descriptions.
9. Responsibility for programme processes
clearly defined and linked to organizational Specific Attributes
responsibilities where appropriate 1. Executive Board approves all programmes
10. Central gathering of business performance 2. Executive Board actively engaged with
information as well as programme performance programmes and related business change
information activities
11. Business change managers or leaders 3. Decision-making includes equal emphasis on
embedded within programme organization and organizational survival and continuity with the
fundamental to decision-making, with adequate need for change
authority to orchestrate any changes required
4. Cross-reference to other Programme Boards in
12. Business life cycle activities (e.g. year end) decision-making process
factored into change plans

Portfolio, Programme and Project Management Maturity Model (P3M3®) 17

 P3M3® – Programme Model

5. Clear and visible leadership or sponsoring group, PgM3 - Organizational Governance – Level 5
to maintain strategic alignment of programmes Description
The governance arrangements for programmes
6. Decision-making includes approvals from key
are a core aspect of organizational control, with
governance groups at key critical points (gates)
demonstrable reporting lines to Executive Board level
throughout programme life cycle
and with clear ownership and control responsibilities
7. Individual executive objectives have programme embedded within the organization.
management achievements built into them
There is evidence of continual improvement.
8. Post-programme reviews take place and lessons
are documented and deployed Specific Attributes
1. Individual terms of reference for Executive Board
9. Decision-making effectiveness reviewed and
members include programme responsibilities
improvements sought
2. Organizational governance controls embedded
10. Integration of operational and programme
within programme governance
management techniques to enhance
optimization of performance 3. Legal and regulatory responsibilities have
visible compliance
11. Ideas and new propositions reviewed and
built into programme approach throughout 4. Decisions on priorities and major conflict
programme life cycle resolution resolved by reference to strategic
priorities and Executive Board
12. Change controls include impact assessments
of business processes 5. Executive Board-level ownership of strategic
outcomes and contents of programme
13. Experience of previous changes built into
blueprints/target operating models
change plans
6. Pre-emptive and rational programme closure
Generic Attributes based on business decisions other than
1. Information is current and extensively referenced programme performance
for better decision-making
7. Organization maintains balance of programmes
2. Trend analysis and measurement undertaken designed to achieve business objectives, with risk
on performance information to identify levels possibly varying
improvement opportunities
8. Alignment between organizational and
3. Knowledge management is a central function programme leadership
and is used to help improve performance
9. Formal ideas management process exists,
and planning
with ideas deferred or built into strategy
4. Reviews focus on opportunities to improve as where appropriate
well as compliance
10. Strategic transformational processes incorporate
5. Plans kept up to date, with the application programme processes
of sophisticated planning techniques and
11. Executive Board-level reaction to, and
recognition of interdependencies
management of, business performance relating
6. Extensive training is provided, focusing on to programme-initiated activities
personal development and performance
12. Leadership development programme includes
improvement
programme leadership education
7. Evidence of interventions to avoid conflicts and
take advantage of opportunities Generic Attributes
1. Information is valued, with continual
8. Mentoring and individual development is used to
maintenance and reference
improve organizational performance
2. Evidence of extensive intelligence-gathering
9. Succession plans exist for key roles
processes, with information disseminated
through a variety of channels

18 Portfolio, Programme and Project Management Maturity Model (P3M3®)

 P3M3® – Programme Model

3. Review and improvement is continual and PgM3 - Resource Management – Level 2

proactive, with lessons being shared openly Description
Resources are being deployed across the organization
4. Planning inherent in decision-making process,
and individual programmes have an approach to
with adjustments and implications managed
resource acquisition, planning or management.
and deployed
However there is little evidence of consistency
5. Active management of interdependencies of approach.
between initiative plans and other business plans
Specific Attributes
6. Estimations are accurate and used effectively to
1. Evidence of resource management techniques
ensure delivery
deployed locally
7. High levels of competence embedded in all roles
2. Ad hoc involvement of procurement in
and seen as part of career paths
resourcing plans
8. Knowledge transfer is an inherent behaviour
3. May be too much dependence on one type of
within the organization
resource, whether internal or external
9. Skills embedded into organizational leadership
4. Little evidence of strategic attempts to share
and management development programmes
resources with other programmes or initiatives
but may be some examples of this developing
PgM3 - Resource Management – Level 1
5. Recognition of people’s capabilities but not
Description
capacity limitations
There is some recognition within the organization of
the need to manage resources effectively to enable 6. May be avoidance of using organizational
successful delivery of programmes, but little evidence resources for fear of interference or loss
of resource acquisition, planning or management. of autonomy

Specific Attributes Generic Attributes

1. Recognition that programmes exist but limited 1. Localized information structures, with some
or no allocation of resources for programme information sharing between teams
management
2. Focus on documentation during start-up and
2. Programme use of resources may be unrealistic definition, but not maintained over initiative’s
and/or have aggressive milestones that are life cycle
unachievable
3. Limited localized information controls, with no
3. Some tracking of activity or inputs but no formal release management arrangements
tracking of delivery
4. Local reviews, with some corrective actions
undertaken within the group
Generic Attributes
1. Training provision is uncoordinated, with little or 5. Generic training may be provided in key
no knowledge sharing concepts, and there may be individuals
undertaking qualification training
2. Key individuals lack experience
6. Local sharing of knowledge may exist but
3. No standard roles, and responsibilities are not
mostly ad hoc
defined or are generic
7. Key individuals may have practical delivery
4. Some information available but is outdated,
experience and track record
unstructured and dispersed
8. Roles, responsibilities and competencies defined
5. Limited, if any, formal checking or review
in some areas but not consistently across the
6. Plans, if any, are conceptual or merely sequences organization
of events with rough timescales
9. Plans exist but are not underpinned by consistent
7. Planning, if any, likely to be an initial activity with development methodology, yet may still be
little maintenance of ownership or tracking effective locally
10. Planning seen as activity tracking rather than
proactive/forecasting

Portfolio, Programme and Project Management Maturity Model (P3M3®) 19

 P3M3® – Programme Model

11. Estimation is more “guesstimation” and does 10. Training is focused on the organization’s
not use standard techniques approaches and raising competence of
individuals in specific roles
PgM3 - Resource Management – Level 3 11. Forums exist for sharing organizational
Description experience to improve individual and
The organization has a centrally defined and organizational performance
adopted set of procedures and management
12. Centrally managed role definitions and
processes for acquiring, planning and managing
sets of competencies defined and used
programme resources.
to support appointments
Specific Attributes
1. Centrally defined and owned resource PgM3 - Resource Management – Level 4
management framework or policy in place Description
for programmes Resource management for programmes is considered
at a strategic level within the organization.
2. Frameworks in place with external market for
provision of resources to meet shortages and There is evidence of resource capacity management,
expertise peaks through capacity planning, in order to meet
programme delivery needs.
3. Resource utilization tracking and productivity
monitoring occasionally undertaken, using
Specific Attributes
industry standard techniques
1. Resource utilization and efficiency is tracked
4. Resource planning undertaken in broadest sense, and measured
not limited to human resources
2. Evidence of interventions to de-conflict resource
5. Professional procurement support for problems before they arise
programmes
3. Active leveraging of supply chain to optimize
6. Supplier selection structured and open, and resource utilization between internal and
compliant with organizational standards external resource pools
7. Management of resource shortfalls may focus 4. Contract management skills embedded
on de-conflicting problems arising between in programme team to maximize supply
programmes, rather than on strategic resource chain utilization
management across the whole organization
5. Evidence of benchmarking resource utilization
with other organizations and programmes
Generic Attributes
1. Information has a refresh cycle or is regularly 6. Active management of impact of programmes
accessed on operational capacity
2. Organization-wide information standards on 7. Business change teams in place, actively involved
confidentiality, availability and integrity in modelling operational capacity and with
capability to support programmes
3. Formal information release management
procedures 8. Knowledge of business operations embedded
within programme teams, helping with
4. Independent reviews take place
understanding of resource requirements
5. Scrutiny largely for compliance reasons,
9. Central resource management tools in place,
identifying failures rather than opportunities
maintained and supporting programmes
for improvement
6. Plans developed to a central and consistent Generic Attributes
standard that is output- or goal-based 1. Information is current and extensively referenced
for better decision-making
7. Plan development takes into account a range of
relevant factors 2. Trend analysis and measurement undertaken
on performance information to identify
8. Evidence of effective estimating techniques
improvement opportunities
9. Dependencies are identified, tracked and
managed effectively

20 Portfolio, Programme and Project Management Maturity Model (P3M3®)

 P3M3® – Programme Model

3. Knowledge management is a central function Generic Attributes

and is used to help improve performance 1. Information is valued, with continual
and planning maintenance and reference
4. Reviews focus on opportunities to improve as 2. Evidence of extensive intelligence-gathering
well as compliance processes, with information disseminated
through a variety of channels
5. Plans kept up to date, with the application
of sophisticated planning techniques and 3. Review and improvement is continual and
recognition of interdependencies proactive, with lessons being shared openly
6. Extensive training is provided, focusing on 4. Planning inherent in decision-making process,
personal development and performance with adjustments and implications managed
improvement and deployed
7. Evidence of interventions to avoid conflicts and 5. Active management of interdependencies
take advantage of opportunities between initiative plans and other business plans
8. Mentoring and individual development is used to 6. Estimations are accurate and used effectively to
improve organizational performance ensure delivery
9. Succession plans exist for key roles 7. High levels of competence embedded in all roles
and seen as part of career paths
PgM3 - Resource Management – Level 5 8. Knowledge transfer is an inherent behaviour
Description within the organization
Resources are deployed optimally. There is clear
9. Skills embedded into organizational leadership
evidence of load balancing and the effective use
and management development programmes
of both internal and external resources across all
programmes
There is evidence of continual improvement.

Specific Attributes
1. Active strategies for development of internal
capacity and capability
2. Flexible resource availability and movement
between programmes, projects and operations
3. Decisions are evidence based, with sophisticated
analysis of resource availability and capacity
across the organization
4. Resource modelling tools used to optimize
utilization, based on a range of scenarios
5. Organizational resources are flexible and mobile,
able to move seamlessly between project and
programme teams
6. Procurement seen as strategic tool for
developing supply chain optimization for
provision of resources
7. Supply chain valued as an asset to be utilized
rather than exploited

Portfolio, Programme and Project Management Maturity Model (P3M3®) 21

Feedback concerning the model should be sent to
[email protected]
Feedback concerning the self-assessment should be sent to
[email protected]

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