Six elements of PCS success with maturity level criteria
| Elements of PCS success | Maturity level | Key capabilities of PCS success |
|---|---|---|
| 1. Change Management A documented management of change process that clearly sets out the method of project change required to correct deviations against project objectives | Level 1 | No change management processes in place. Few processes are defined on a regular basis |
| Level 2 | Basic change management processes are established, but it is not enforced consistently. The project team is reactive to changes | |
| Level 3 | Change Management processes are followed in a consistent basis and documented. The project team begins proactive in anticipating changes. Audit trail is recorded | |
| Level 4 | The change management processes are integrated throughout the team and with other functions. There is a dedicated measurement system for change management. The project team is supportive to managing changes | |
| Level 5 | Change management Performance evaluation metrics are developed and implemented. Processes are monitored and analyzed for potential improvement. The project team takes full advantage of technology support | |
| 2. Earned Value The value of work performed; Earned Value (EV) can be provided from the PCS based upon the basis of the project schedule | Level 1 | No or limited EVM implementation in place, any use of Earned Value is limited to individuals |
| Level 2 | Basic EVM at the lowest level of WBS is established and basic reviews of SPI and CPI are carried out | |
| Level 3 | EVM system is defined and documented based on an international standard | |
| Level 4 | There is a dedicated measurement system for EVM use. Advanced applications of Earned Value | |
| Level 5 | Plans are put in place to improve the quality of the EV data and it use. Metrics are used to track EVMS improvements | |
| 3. Baselined Plan An appropriately presented base lined schedule within an agreed definition of project scope using a defined WBS | Level 1 | No formal methods for capturing the major Project deliverables (WBS), activities are randomly placed in the schedule, and some schedule constraints, calendars and major deliverables are identified |
| Level 2 | Scope, constraints, and major deliverables are defined, not all activities are assigned to a WBS element | |
| Level 3 | The project durations and deliverables are clearly defined and documented and related to the projects WBS including third parties, subcontractors, and field activities. Project has an established a clearly identifiable critical path | |
| Level 4 | The schedule is comprehensively structured by the WBS and milestones. Cross-WBS linkages are defined in the schedule logic. Schedule is integrated with other functions such progress method and reporting. Schedule risks are identified | |
| Level 5 | Changes to baseline are properly managed through a documented, integrated change control process. Schedule modeling techniques are used e.g. networking. All schedule optimization techniques are documented along with a rationale and risk assessment and are approved by management | |
| 4. Resource Loaded A schedule that defines activities and resources required to complete the project-considering the Construction, Commissioning and Handover to Operations stages | Level 1 | No formal methods to define the resource requirements, resource categorization not defined |
| Level 2 | Basic Methods of presenting resource allocations and categorization are established | |
| Level 3 | Methods of presenting resource allocations and categorization are defined and documented; resource requirements are based upon demonstrated historical performance | |
| Level 4 | Risk mitigation of resource constraints can be identified, and timely corrective action proposed. Changes to schedule comprehend the resources constraints and is adjusted considering those constraints | |
| Level 5 | Resource changes and update to PCS is defined in an integrated change control process. All schedule optimization techniques are documented along with a rationale and risk assessment and are approved by management | |
| 5. Progress Method Clear and documented method to progress deliverables, activities, and materials/sub-contractor throughout all stages of project “life cycle” | Level 1 | No formal progress method defined or in place, progressing deliverables depend on the capabilities of individuals |
| Level 2 | Basic methods of progressing deliverables and activities are established | |
| Level 3 | Methods of progressing deliverables and activities, forecasting, and performance measurements are defined and documented. Methods of progressing other project activities such as third-party services, construction, and commissioning are defined, documented and part of the PCS | |
| Level 4 | Method in place to report deviation from the project baseline to allow corrective action to be undertaken. PCS is integrated and there is only one entry of raw data on regular basis | |
| Level 5 | Processes are continuously monitored and analyzed for potential improvement | |
| 6. Project Governance The project has a governance program with all stakeholders where project performance is reviewed | Level 1 | No governance program in place |
| Level 2 | Basic Process of project performance review with all stockholders is established | |
| Level 3 | Governance program is defined and documented. Project management team roles and authorization level are defined and documented | |
| Level 4 | PCS produces information and data that drives decision making. Information sharing process that streamlines and empowers decision making | |
| Level 5 | Goals are set for improving the governance program. Project team shares holistic view of what value PCS is to the overall project success |
| Elements of PCS success | Maturity level | Key capabilities of PCS success |
|---|---|---|
| Level 1 | No change management processes in place. Few processes are defined on a regular basis | |
| Level 2 | Basic change management processes are established, but it is not enforced consistently. The project team is reactive to changes | |
| Level 3 | Change Management processes are followed in a consistent basis and documented. The project team begins proactive in anticipating changes. Audit trail is recorded | |
| Level 4 | The change management processes are integrated throughout the team and with other functions. There is a dedicated measurement system for change management. The project team is supportive to managing changes | |
| Level 5 | Change management Performance evaluation metrics are developed and implemented. Processes are monitored and analyzed for potential improvement. The project team takes full advantage of technology support | |
| Level 1 | No or limited EVM implementation in place, any use of Earned Value is limited to individuals | |
| Level 2 | Basic EVM at the lowest level of WBS is established and basic reviews of SPI and CPI are carried out | |
| Level 3 | EVM system is defined and documented based on an international standard | |
| Level 4 | There is a dedicated measurement system for EVM use. Advanced applications of Earned Value | |
| Level 5 | Plans are put in place to improve the quality of the EV data and it use. Metrics are used to track EVMS improvements | |
| Level 1 | No formal methods for capturing the major Project deliverables (WBS), activities are randomly placed in the schedule, and some schedule constraints, calendars and major deliverables are identified | |
| Level 2 | Scope, constraints, and major deliverables are defined, not all activities are assigned to a WBS element | |
| Level 3 | The project durations and deliverables are clearly defined and documented and related to the projects WBS including third parties, subcontractors, and field activities. Project has an established a clearly identifiable critical path | |
| Level 4 | The schedule is comprehensively structured by the WBS and milestones. Cross-WBS linkages are defined in the schedule logic. Schedule is integrated with other functions such progress method and reporting. Schedule risks are identified | |
| Level 5 | Changes to baseline are properly managed through a documented, integrated change control process. Schedule modeling techniques are used e.g. networking. All schedule optimization techniques are documented along with a rationale and risk assessment and are approved by management | |
| Level 1 | No formal methods to define the resource requirements, resource categorization not defined | |
| Level 2 | Basic Methods of presenting resource allocations and categorization are established | |
| Level 3 | Methods of presenting resource allocations and categorization are defined and documented; resource requirements are based upon demonstrated historical performance | |
| Level 4 | Risk mitigation of resource constraints can be identified, and timely corrective action proposed. Changes to schedule comprehend the resources constraints and is adjusted considering those constraints | |
| Level 5 | Resource changes and update to PCS is defined in an integrated change control process. All schedule optimization techniques are documented along with a rationale and risk assessment and are approved by management | |
| Level 1 | No formal progress method defined or in place, progressing deliverables depend on the capabilities of individuals | |
| Level 2 | Basic methods of progressing deliverables and activities are established | |
| Level 3 | Methods of progressing deliverables and activities, forecasting, and performance measurements are defined and documented. Methods of progressing other project activities such as third-party services, construction, and commissioning are defined, documented and part of the PCS | |
| Level 4 | Method in place to report deviation from the project baseline to allow corrective action to be undertaken. PCS is integrated and there is only one entry of raw data on regular basis | |
| Level 5 | Processes are continuously monitored and analyzed for potential improvement | |
| Level 1 | No governance program in place | |
| Level 2 | Basic Process of project performance review with all stockholders is established | |
| Level 3 | Governance program is defined and documented. Project management team roles and authorization level are defined and documented | |
| Level 4 | PCS produces information and data that drives decision making. Information sharing process that streamlines and empowers decision making | |
| Level 5 | Goals are set for improving the governance program. Project team shares holistic view of what value PCS is to the overall project success |
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