Analysis of Project vs. Portfolio Management Maturity Levels Report

This report provides an analysis of project versus portfolio management maturity levels, focusing on an IT service provider, HCL, in Australia. The report examines the organization's background, highlighting its strategic position and the use of key performance indicators in portfolio management. It delves into the different stages of project management, including initiation, planning, execution, control, and closure, and explores project portfolio management (PPM) and its five maturity levels: process awareness, repeatable process, defined process, managed process, and optimized process. The report emphasizes the importance of managed processes (Level 4) and the use of agile methodology. It discusses the PPM maturity level at Level 3 and the incorporation of sustainability as a key evaluation criterion. The report also suggests that organizations should aim for Level 5 maturity, highlighting the benefits of integrating all project areas, improving benefit realization, increasing revenues, streamlining execution, and enhancing overall quality. The conclusion reinforces the necessity of both project and portfolio management disciplines and recommends continued improvement of existing maturity levels. References include various research papers on project, program, and portfolio management.

PROJECT VS PORTFOLIO
MANAGEMENT MATURITY
LEVELS

Introduction: Organization Background
 HCL: IT Service Provider in Australia
 Strategic supplier for software
development
 Offices in Sydney, Brisbane, Canberra,
Melbourne, and Perth
 Good brand presence
 Portfolio Management – Ability to
manage the objectives
 Use of key performance indicators

Project Management
 Discipline for managing and organizing
the projects
 Different stages of project management
 Initiation
 Planning
 Execution
 Control
 Closure

Project Portfolio Management (PPM)
 Analysis of potential return from the project
 Management of project performance
 Ability to see the big picture
 Five Levels in maturity framework
 Process awareness
 Repeatable process
 Defined process
 Managed process
 Optimized process

Maturity Levels

Project Management Level
 Managed processes – Level 4
 Use of agile methodology for project
management
 Ad-hoc management of the projects
 Alignment of project deliverables, cost,
time, and effort
 Overall enhancement of project quality

PPM Maturity Level
 Level 3: Defined processes
 Incorporation of sustainability as the
criteria in the evaluation model
 Leveraging new business opportunities
 Better performance of the existing
projects
 Adequate selection and prioritization of
the new projects

Enhancement of Maturity Levels
 The organization shall aspire to achieve
level 5
 Benefits of level 5
 Integration of all the project areas
 Better benefit realization
 Increased revenues and profits
 Streamlined execution
 Improvement of the overall quality

Conclusion
 Project management and Project
portfolio management are two necessary
disciplines
 Project management at level 4
 PPM at level 4
 Improvement of the existing maturity
levels

References
 Coesmans, P., Fuster, M., & Schreiner, J. G. (2018).
Individual Competence Baseline for Project,
Programme and Portfolio Management. IPMA.
 Cognizant. (2017). Importance of Project Portfolio
Management (PPM) – Approach and Benefits
Realization for the Information Services and
Products Industry. Cognizant.
 Gasik, S. (2007). The unified portfolio management
model. PMI.
 HCL. (2014). HCL Technologies receives Best
Governed Company Award by Asian Centre for
Corporate Governance & Sustainability. HCL.