The 3As Maturity Model is a formal tool developed by The Project Foundry to measure an organisation’s project delivery maturity. Once the initial level of maturity and areas for improvement are identified, the 3As Maturity Model provides a roadmap, outlining the necessary steps to take toward project delivery advancement and performance improvement.
Implementing the 3As maturity model of Capability Assessment will address key project delivery problems for organisations including:
- Organisational governance
- Management control
- Benefits management
- Risk management
- Resource management
- Financial management
- Stakeholder management
Levels of Maturity
There are five maturity levels designated by the numbers 1 to 5 with each level a well-defined evolutionary plateau towards achieving a mature process.
The assess phase involves the use of a scorecard of project delivery parameters. All those involved in project delivery should complete the scorecard. Using the scorecard to assess the maturity of different aspects of the implementation processes, it becomes clear what their strengths and weaknesses are, and also where improvements are needed and benefits can be gained.
To aid its completion, The Project Foundry will conduct a limited number of interviews and audits, walk the floor, and do all other necessary data gathering.
Once The Project Foundry receives the completed scorecards, analysis can begin. The goal of the analysis is to identify the most important parameters on which to start working.
It is The Project Foundry’s experience that the more collaborative this phase is the more tangible the results are. For example if a practice is low maturity but high value (or low potential value) and low risk then is can stay low maturity. If a practice is high maturity but still delivering low value/or presenting high risk, it should have more potential. It is these nuances that the client provides that make the conclusions real in the context of that client.
In this last phase leaders from the various departments and functions in the organisation should meet to begin addressing the weaknesses. One way to collect ideas for making improvements in these areas is to use the brainstorming technique. This technique is different from traditional brainstorming in that participants write down their ideas rather than immediately sharing them aloud. After the broad action ideas are compiled, the group can drill them down using a decision tree diagram. All attainable action items should be slotted into a Gantt chart to form the improvement roadmap.
Our action items will fall into three categories 1) People 2) Process and 3) Technology.
Once the whole cycle of Assess, Analyse and Address is completed, we work with leaders on lessons learned and prepare for the next cycle of the continuous improvement journey.