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Programme Component Failures Management

C2

Through oversight and status monitoring; identify and remedy, or cancel, failing or out-of-control programme components.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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.