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Representative POMs are described for Progress Monitoring at each level of maturity.

1Initial

• Practice

  Perform some initial high-level monitoring on key selected programmes and projects.

  Outcome

  Some initial programme and project status reports may be available to support decision-making, based on requests by individual managers.

2Basic

• Practice

  Encourage line managers to track IT programme and project progress in relation to the schedule.

  Outcome

  The current status of the programme/project schedule is available.

  Metric

  % of programmes/projects monitored by line managers.

• Practice

  Perform monitoring on prioritized programmes and projects within IT.

  Outcome

  Basic status reports, outlining for example current status and high-level milestones, on the most important programmes and projects are available.

  Metric

  % of programmes/projects with status reporting.

• Practice

  Develop and use basic project tools or templates (e.g. excel or mpp templates) within IT to support the PM process.

  Outcome

  Portfolio management is facilitated in some areas through the use of basic tools.

  Metric

  % of programmes/projects tracked using tools.

• Practice

  Track the high-level milestones of key programmes and projects within IT.

  Outcome

  A basic progress status report provides an overview of high-level milestones of key programmes and projects against the original schedule.

  Metric

  % of programmes/projects with milestone tracking.

3Intermediate

• Practice

  Formally track IT programme and project progress at the business unit level.

  Outcome

  Reports are available on the current status of the programme/project schedule within IT and some other business units, facilitating improved decision-making.

  Metric

  % of programmes/projects monitored at a business unit level.

• Practice

  Monitor most programmes and projects across IT and some other business units, based on defined time intervals and actionable insights.

  Outcome

  Status reports for most programmes and projects are available, and provide visibility on the portfolio's progress.

  Metric

  % of programmes/projects with status reporting.

• Practice

  Centrally define, develop, and use project tools within IT and some other business units.

  Outcome

  Portfolio management tasks are consistently supported and facilitated in IT and some other business units through the use of custom-made tools.

  Metric

  % of programmes/projects tracked using tools.

• Practice

  Track the critical path activities of most programmes and projects in the portfolio within IT and some other business units.

  Outcome

  The severity of changes with respect to critical path activities can be interpreted for most programmes and projects.

  Metric

  % of programmes/projects with milestone tracking.

4Advanced

• Practice

  Formally track all IT programmes and projects organization-wide and discuss the progress with a portfolio board.

  Outcome

  Senior management has an overview of all programmes and projects across the portfolio.

  Metrics

  • % of programmes/projects with status reporting.
  • % of programmes/projects reviewed with a portfolio board.

• Practice

  Regularly monitor all programmes and projects in line with their priority and the organization's requirements.

  Outcome

  Status reports for all programmes and projects are available, and provide visibility on the overall portfolio's progress.

  Metric

  % of programmes/projects with status reporting.

• Practice

  Use centralized and highly-automated tools throughout the organization to support Portfolio Management.

  Outcome

  Automated tools cover and support all facets of Portfolio Management.

  Metric

  % of programmes/projects tracked using tools.

• Practice

  Track critical path activities, project scope changes, and other success metrics for all programmes and projects organization-wide.

  Outcome

  The severity of changes with respect to critical path activities can be interpreted across the entire portfolio and the impact on other programmes and projects is apparent.

  Metrics

  • % of programmes/projects with milestone tracking.
  • % of programmes/projects with project scope changes.
  • % programmes/projects with missed milestones.

5Optimized

• Practice

  Distribute aggregated progress reports on all programmes and projects within the portfolio to senior management.

  Outcome

  Senior management is fully aware of all portfolio related issues, and has the required information to facilitate decision-making.

  Metric

  % of programmes/projects with status reporting.

• Practice

  Regularly monitor all portfolio programmes and projects, as well as important programmes and projects by business ecosystem partners.

  Outcome

  Status reports and visibility on all programmes and projects extend to the business ecosystem.

  Metric

  % of programmes/projects with status reporting.

• Practice

  Continually optimize an integrated suite of tools to support portfolio management.

  Outcome

  The tools supporting portfolio management effectively and efficiently meet the organization's requirements.

  Metric

  % of programmes/projects tracked using tools.

• Practice

  Analyse the impact of changes in the critical paths of all programmes and projects across the business ecosystem.

  Outcome

  The severity of changes with respect to critical path activities can be interpreted across the entire portfolio, extended to the business ecosystem, and the impact on other programmes and projects is apparent.

  Metric

  % of programmes/projects with milestone tracking.