Programme Component Failures Management
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.