Control over the IT process of Manage Projects that satisfies the business requirement for IT of
- ensuring the delivery of project results within agreed-upon time frames, budget and quality
- a defined program and project management approach that is applied to IT projects and enables stakeholder participation in and monitoring of project risks and progress
- Defining and enforcing program and project frameworks and approach
- Issuing project management guidelines
- Performing project planning for each project detailed in the project portfolio
- Percent of projects meeting stakeholders’ expectations (on time, on budget and meeting requirement—weighted by importance)
- Percent of projects receiving post-implementation reviews
- Percent of projects following project management standards and practices
1 Non-existent
2 Initial/Ad Hoc
3 Repeatable but Intuitive
4 Defined
5 Managed and Measurable
6 Optimized
Benchmarks/Guidelines for Scoring
1 Non-existent when
Project management techniques are not used and the organization does not consider business impacts associated with project mismanagement and development project failures.
2 Initial/Ad Hoc when
The use of project management techniques and approaches within IT is a decision left to individual IT managers. There is a lack of management commitment to project ownership and project management. Critical decisions on project management are made without user management or customer input. There is little or no customer and user involvement in defining IT projects. There is no clear organization within IT for the management of projects. Roles and responsibilities for the management of projects are not defined. Projects, schedules and milestones are poorly defined, if at all. Project staff time and expenses are not tracked and compared to budgets.
3 Repeatable but Intuitive when
Senior management gains and communicates an awareness of the need for IT project management. The organization is in the process of developing and utilizing some techniques and methods from project to project. IT projects have informally defined business and technical objectives. There is limited stakeholder involvement in IT project management. Initial guidelines are developed for many aspects of project management. Application of project management guidelines is left to the discretion of the individual project manager.
4 Defined when
The IT project management process and methodology are established and communicated. IT projects are defined with appropriate business and technical objectives. Senior IT and business management are beginning to be committed and involved in the management of IT projects. A project management office is established within IT, with initial roles and responsibilities defined. IT projects are monitored, with defined and updated milestones, schedules, budget and performance measurements. Project management training is available and is primarily a result of individual staff initiatives. QA procedures and post-system implementation activities are defined, but are not broadly applied by IT managers. Projects are beginning to be managed as portfolios.
5 Managed and Measurable when
Management requires formal and standardized project metrics and lessons learned to be reviewed following project completion. Project management is measured and evaluated throughout the organization and not just within IT. Enhancements to the project management process are formalized and communicated with project team members trained on enhancements. IT management implements a project organization structure with documented roles, responsibilities and staff performance criteria. Criteria for evaluating success at each milestone are established. Value and risk are measured and managed prior to, during and after the completion of projects. Projects increasingly address organization goals, rather than only IT-specific ones. There is strong and active project support from senior management sponsors as well as stakeholders. Relevant project management training is planned for staff in the project management office and across the IT function.
6 Optimized when
A proven, full life cycle project and program methodology is implemented, enforced and integrated into the culture of the entire organization. An ongoing initiative to identify and institutionalize best project management practices is implemented. An IT strategy for sourcing development and operational projects is defined and implemented. An integrated project management office is responsible for projects and programs from inception to post-implementation. Organization-wide planning of programs and projects ensures that user and IT resources are best utilized to support strategic initiatives.