P3M3 Organization Maturity Self Assessment

P3M3 Organization Maturity Self Assessment

Organization Maturity Report
Organization Maturity Report Template

Download Free P3M3 Organization Maturity Self Assessment Template for Excel

It was developed in an Excel Template, So that only a percentage of evaluation is entered for each ATTRIBUTE (105-ATTRIBUTE), and the level of maturity is determined dynamically for each PFM3, PGM3 and PJM3 sub-model alone, and for the general maturity level of the P3M3 model.

The file has been prepared to become not just a TOOL for evaluation, but also a TEMPLATE of the Organization Maturity Self-Assessment (by converting all SHEETS to one PDF file).

Note: The file is open .. Modification is accepted, it does not contain any passwords.


As the rate of change accelerates, organizations continually strive to identify and leverage competitive and performance advantage from improved efficiency and delivery. Best Practice continues to evolve as the understanding of what makes organizations perform well grows. 

In many sectors, management models have grown in importance to become the foundation for assessing organizational capability and identifying opportunities for improvement. P3M3® (Portfolio, Programme and Project Management Maturity Model) was one of the earliest maturity models in the portfolio, programme and project management (P3M) sector. It was first released in 2005 and P3M3 Version 3 (V3) has now been published. 

Management maturity models tend to focus on process maturity and compliance. P3M3 is unique in that it looks at the whole system and not just at the processes. It analyzes the balance between the process, the competencies of the people who operate it, the tools that are deployed to support it, and the management information used to manage delivery and improvements. 

P3M3 is not built around a particular body of knowledge or discipline, but has been specifically designed to be independent. Regardless of whether you are committed to an approach, (such as PMBOK® or PRINCE2) or a national professional body (such as the Project Management Institute, the International Project Management Institute, the UK Association of Project Management or the Australian Institute of Project Management) P3M3 will be of value to you. 

It is important to emphasize that P3M3 is designed to assess the organizations overall capability for each of the models. It is not designed to review the effectiveness of a single instance as a health check or assurance model, in principle the core elements are the same, but the model will need interpretation for this purpose.

P3M3 Maturity Model:

P3M3 Maturity Model
P3M3 Maturity Model

P3M3 Maturity Model
P3M3 Maturity Model

P3M3 Maturity Model
P3M3 Maturity Model

P3M3 Maturity Model
P3M3 Maturity Model

P3M3 Maturity Model
P3M3 Maturity Model

P3M3 Maturity Levels

The descriptions and characteristics of the five maturity levels apply equally to each of the three models: PfM3, PgM3 and PjM3. P3M3 recognizes that organizations may excel at project management without having embraced programme management, or indeed vice versa. 

Similarly, an organization may be accomplished in portfolio management but immature in programme management. P3M3 therefore enables an organization to assess its effectiveness against any one or more of the models independently, although an overall P3M3 maturity rating obviously cannot be given until an assessment has been carried out for all three models. 

The maturity levels enable organizations to identify an improvement pathway along which they may choose to travel. This journey should be seen as a long term strategic commitment rather than a quick-fix for immediate tactical problems. Although rapid short term improvements can be targeted to achieve specific goals, the real benefits of P3M3 come through continual process improvement. 

The five level hierarchy of P3M3 does not imply that every organization should aim for, or need to achieve, level 5 in all three models. Each organization should decide which maturity level would be optimal for its particular business needs at a given time. The following sections summarize the characteristics of each of the five maturity levels; these have been used to develop the assessment model. Achievements at a given level must be maintained and improved upon in order to move up to the next level

LEVEL 1: Awareness of Process

Processes are not usually documented. There are no, or only a few, process descriptions. They will generally be acknowledged, in that managers may have some recognition of the necessary activities, but their actual practice is determined by events or individual preferences, and is highly subjective and variable. Processes are therefore undeveloped, although there may be a general commitment to process development in the future. 

Undeveloped or incomplete processes mean that the necessary activities for better practice are either not performed at all or are only partially performed. There will be little, if any, guidance or supporting documentation and even terminology may not be standardized across the organization (e.g. business case, risk, issues etc. may not be interpreted in the same way by all managers and team members). 

Top management should be aware of the need to use a process-based approach to P3M and have committed to improving it, but may lack sufficient engagement. Level 1 organizations may have achieved a number of successful initiatives, but these are often based on key individuals’ competencies rather than organization-wide knowledge and capability. 

In addition, such ‘successes’ are often achieved with budget and/or schedule over-runs and, due to the lack of formality, level 1 organizations often over-commit themselves, abandon processes during a crisis, and are unable to repeat past successes consistently. There is very little planning and executive buy-in, and process acceptance is limited.

LEVEL 2: Repeatable Process

Top management will be taking the lead on a number of the initiatives but there may be inconsistency in the levels of engagement and performance. The organization will be able to demonstrate, by reference to particular programmes or projects, that basic management practices have been established (e.g. tracking expenditure and scheduling resources) and that processes are developing. 

There are key individuals who can demonstrate a successful track record and, through them, the organization is capable of repeating earlier successes on similar programmes and projects in the future. Process discipline is unlikely to be rigorous, but where it does exist, programmes and projects are performed and managed according to their documented plans. Project status and delivery will be visible to management at defined points, such as on reaching major milestones. Level 2 is also achieved if the organization has defined the approach but it hasn’t yet been universally deployed or adopted, so it is on the way to level 3. There is still a significant risk of exceeding cost and time estimates. 

  • Key factors that may have preconditioned the organization to experience difficulties or failure include: 
  • Inadequate measures of success
  • Unclear responsibilities for achievement
  • Ambiguity and inconsistency in business objectives
  • Lack of a fully integrated risk management process
  •  Limited experience in change management
  • Inadequacies in communications strategy.

LEVEL 3: Defined Process

The management and technical processes necessary to achieve the organizational purpose will be documented, standardized and integrated to some extent with other business processes. There is likely to be process ownership and an established process group with responsibility for maintaining consistency and process improvements across the organization. 

Such improvements will be planned and controlled, perhaps based on assessments, with planned development and suitable resources being committed to ensure that they are coordinated across the organization. 

Top management are engaged consistently and provide active and informed support. A key distinction between levels 2 and 3 is the scope of standards, process descriptions and procedures (i.e. stated purposes, inputs, activities, roles, verification steps, outputs and acceptance criteria). These standard processes can be tailored within programmes and projects to suit specific circumstances, but these will be in accordance with tailoring guidelines. 

There will be a universally adopted common approach in place. There is likely to be an established training and development programme to develop the skills and knowledge of individuals so they can more readily perform their designated roles. A key aspect of quality management will be the widespread use of peer reviews of identified products, to better understand how processes can be improved and thereby eliminate possible weaknesses.

LEVEL 4: Managed Process

Level 4 is characterized by behaviour and processes that are quantitatively managed (i.e. controlled using metrics and quantitative techniques). There will be evidence of quantitative objectives for quality and process performance, and these will be used as criteria in managing processes. 

The measurement data collected will contribute towards the organization’s overall performance measurement framework and will be imperative in analyzing the portfolio and ascertaining the current capacity and capability constraints. Top management will be committed, engaged and proactively seeking innovative ways to achieve goals.

Using process metrics, management can effectively control processes and identify ways to adjust and adapt them to particular projects without loss of quality. Organizations will also benefit through improved predictability of process performance.

LEVEL 5: Optimized Process 

The organization will focus on optimization of its quantitatively managed processes to take into account predicted business needs and external factors. It will anticipate future capacity demands and capability requirements to meet delivery challenges (e.g. through portfolio analysis). 

Top managers are seen as exemplars, reinforcing the need and potential for capability and performance improvement. It will be a learning organization, propagating into other programmes and projects the lessons learned from past reviews. The organization’s ability to rapidly respond to changes and opportunities will be enhanced by identifying ways to accelerate and share learning. 

The organization will be able to show that continual process improvement is being enabled by quantitative feedback from its embedded processes and from validating innovative ideas and technologies. There will be a robust framework addressing issues of performance management. 

The organization will be able to demonstrate strong alignment of organizational objectives with business plans, and this will be cascaded down through scoping, sponsorship, commitment, planning, resource allocation, risk management and benefits realization.

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