IVI Framework Viewer

Representative POMs are described for Programme Management Supporting Expertise and Tools 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 a known working toolset and basic expertise guidance.

  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

  Identify skills deficiencies in supportive areas such as accounting, financial control, legal, regulatory and contract matters, facilities management, environmental engineering, bacteriological controls, chemicals storage, and so on.

  Outcome

  Programme team skills and competence deficiencies are identified early.

  Metric

  Number of skills and competences identified as being deficient within programme allocated resources and staff.

• Practice

  Identify and seek support from internal resources who have the skills in which the programme is recognized as being deficient.

  Outcome

  Organizational internal resources to fill programme team skills and competence gaps are identified.

  Metric

  Number of deficient skills and competences satisfied by internal resources.

3Intermediate

• Practice

  Set aside and use contingencies to procure skills and services in areas outside the competence of the programme teams.

  Outcome

  The programme schedule is not affected by shortages in specialized skills or tools within the programme team.

  Metric

  Size of contingency budget and percentage of contingency budget used.

• Practice

  Request programme accounting codes to help track expenditure and revenues generated by programme deliverables.

  Outcome

  Having the correct metadata makes it easier to monitor, control, and report on programme financial status.

  Metric

  Number of programmes with accounting codes allocated.

4Advanced

• Practice

  Use advanced accounting tools and techniques that allow multiple codes to be assigned to cash flows — i.e. programme tracking and business profit and loss accounting do not interfere with each other.

  Outcome

  Programme-specific accounting views are available to programme management to help monitor and control cash flows.

  Metric

  Number of programme-specific accounting views available.

• Practice

  Use contracts to manage risk around outsourced activities and areas where the programme teams lack experience and or competences.

  Outcome

  Contracts for tools and skills gaps corrections are used to help manage programme risk.

  Metric

  Number of positive and negative risks associated with contracts for tools and skills gaps corrections.

5Optimized

• Practice

  Leverage the business ecosystem for the necessary services and advice on how to procure and or manage such services.

  Outcome

  There is increased likelihood of success from recommended vendors using recommended contracts and business terms.

  Metric

  Number of satisfactory and unsatisfactory contracts.

• Practice

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

  Outcome

  Excellent approaches and methods are used to provide supportive expertise and tools to programmes.

  Metric

  Number of innovations in the area of supportive skills and competence provisioning to programmes.