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Representative POMs are described for Programme Delivery Support at each level of maturity.

1Initial

• Practice

  Rely on the best endeavours of staff.

  Outcome

  An immediate basic capability is turned on.

  Metric

  Number of experienced staff.

• Practice

  Leverage professional associations and networking to identify working approaches known to be effective.

  Outcome

  The implementation of working approaches that are known to be effective is very fast.

  Metric

  Number of approaches, methods, tools, or processes adapted from outside to get up and running.

2Basic

• Practice

  Develop processes and procedures to communicate programme project issues to programme management.

  Outcome

  Project issues that cannot be resolved within the authority scope of the project team are quickly escalated to programme management.

  Metrics

  • Number of project issues escalated and addressed by programme management.
  • Number of project issues referred back to project management.
  • Number of project issues further escalated from programme management to senior management of portfolio management.

• Practice

  Promptly act on reported programme issues.

  Outcome

  Agility is supported and delays are minimized.

  Metric

  Elapsed time from opening to closing of project issues referred to programme management.

3Intermediate

• Practices

  • Document programme issue management processes and procedures.
  • The order in which issues are dealt with is determined by the sequence in which they arose and by the priority of the programme component.

  Outcome

  Expectations are set for the manner in which issues are reported and dealt with.

  Metric

  Percentage of issues routed in compliance with processes and procedures.

• Practice

  Clarify roles and governance boundaries for programme management issues.

  Outcome

  Improved issue routing and clarity on ownership.

  Metrics

  • Number of project issues escalated and addressed by programme management.
  • Number of project issues referred back to project management.
  • Number of project issues further escalated from programme management to senior management of portfolio management.

4Advanced

• Practice

  Use advanced sophisticated methods to analyse project assistance requests relating to the programme.

  Outcome

  Patterns and insights are identified which helps with improvement cycles.

  Metric

  Number of programme delivery support innovations.

• Practice

  Resource and or optimize programme management to ensure that responsive and effective support structures are maintained.

  Outcome

  Programme management remains an effective part of the solution and does not become a bottleneck or part of a new problem.

  Metric

  Elapsed time from opening to closing of project issues referred to programme management.

5Optimized

• Practice

  Develop project oversight and monitoring capabilities to detect any project problems, so allowing a proactive set of supports be in place — e.g. earned value, S-curve analysis, etc.

  Outcome

  Programme management is proactive in identifying and managing programme project issues.

  Metric

  Number of programme detected or programme/project simultaneously detected issues.

• Practice

  Develop a programme of continuous improvement around programme delivery support that leverages best-known industry practice, research findings, and the advice of programme management tools vendors.

  Outcome

  Excellent and best-known industry practices are used by the organization.

  Metric

  Programme delivery support innovations count.