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Representative POMs are described for Programme Component Failures Management 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 programme component monitoring to look beyond schedules to earned value and the use of revised estimates.

  Outcome

  Performance variances are more easily identified.

  Metric

  Number of views available on the status and health of programme components.

• Practice

  Establish control limits that trigger updates — e.g. spend more than 15% at variance from plan.

  Outcome

  Variances outside tolerances are reported and minor variations are dealt with at project or programme levels.

  Metric

  Number of control alerts being received in portfolio management from programme components.

3Intermediate

• Practice

  Encourage reporting of corrective actions by project managers.

  Outcome

  Programme management is aware of budget and/or resource reallocations.

  Metric

  Number of corrective actions recorded in project management information system (PMIS).

• Practice

  Act early when programme level interventions are necessary.

  Outcome

  Programme agility is enhanced and maintained.

  Metric

  Elapsed times between intervention identification and intervention closure, classified by project and priority.

4Advanced

• Practice

  Automate the detection of control limit violations to assist in early detection and reporting of potential issues.

  Outcome

  Transparency, agility and consistency are all improved.

  Metric

  Number of automated alerts and number of manually reported alerts and the ratio between them.

• Practice

  Feed failure data back into the project management information system (PMIS) and update or revise tools and risk management processes accordingly.

  Outcome

  Project programme failures management is improving.

  Metrics

  • Number of failure data entries in the project management information system (PMIS).
  • Number of innovations driven by failure data analysis.

5Optimized

• Practice

  Leverage research analytical techniques to improve potential failure detections and to minimize any associated portfolio disruptions.

  Outcome

  Failures detection occurs earlier and management of them is more effective.

  Metric

  Number of research driven innovations in programme component failures management.

• Practice

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

  Outcome

  A competitive position is attained and sustained in project portfolio component failures management.

  Metric

  Number of management processes, tools, techniques, or training relating to programme component failure.