Maturity Assessment

- Step 1 of 6

The bigger the change, the greater the need for Change Management, so start by telling us about the change required in your business

Answers to these questions are confidential. We respect your privacy and never share any information with third parties.

What industry does your business work within? *

Aerospace
Asset Management
Automotive
Banking and Payments
Capital Markets
Energy
FMCG
Health
Leisure and Entertainment
Logistics
Insurance
International Development
Manufacturing and Engineering
Media
Pharmaceuticals
Private Equity
Property Management
Professional Services
Public Sector
Retail
Technology and Data
Third Sector
Telecoms
Travel
Utilities
Wholesale
Other

Please write your industry here:

How many people work in your organisation? *

<10
10-99
100-499
500-999
>1000

What is the scope of the change? *

Team
Department
3+ Departments
Business wide
Enterprise wide

How many people are likely to be impacted by the change? *

<10
10-99
100-499
500-999
>1000

What is the complexity of the change? Complexity is relative, so choose which option suits the change required in your business. *

Very simple projects
Simple projects
Medium projects or programmes
Complex programmes
Very complex programmes

Organisational Governance

Answers to these questions are confidential. We respect your privacy and never share any information with third parties.

Organisational Governance ensures clarity about what decisions are made, where and when, and what criteria are used. Tell us about how aligned your organisation is. *

	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
Portoflio governance related reviews assure the leaders of the organisation that organisation control of the initiatives in the portfolio will be successful, efficient and adequate to achieve the overall organisational objectives.	Portoflio governance related reviews assure the leaders of the organisation that organisation control of the initiatives in the portfolio will be successful, efficient and adequate to achieve the overall organisational objectives. Strongly Disagree	Portoflio governance related reviews assure the leaders of the organisation that organisation control of the initiatives in the portfolio will be successful, efficient and adequate to achieve the overall organisational objectives. Disagree	Portoflio governance related reviews assure the leaders of the organisation that organisation control of the initiatives in the portfolio will be successful, efficient and adequate to achieve the overall organisational objectives. Neutral	Portoflio governance related reviews assure the leaders of the organisation that organisation control of the initiatives in the portfolio will be successful, efficient and adequate to achieve the overall organisational objectives. Agree	Portoflio governance related reviews assure the leaders of the organisation that organisation control of the initiatives in the portfolio will be successful, efficient and adequate to achieve the overall organisational objectives. Strongly Agree
Effective portfolio management is embedded in the organisation's culture, evidenced through cultural audits.	Effective portfolio management is embedded in the organisation's culture, evidenced through cultural audits. Strongly Disagree	Effective portfolio management is embedded in the organisation's culture, evidenced through cultural audits. Disagree	Effective portfolio management is embedded in the organisation's culture, evidenced through cultural audits. Neutral	Effective portfolio management is embedded in the organisation's culture, evidenced through cultural audits. Agree	Effective portfolio management is embedded in the organisation's culture, evidenced through cultural audits. Strongly Agree
The integration of porftolio management with project/programme management is reviewed to optimise at which level governance approval activities should take place.	The integration of porftolio management with project/programme management is reviewed to optimise at which level governance approval activities should take place. Strongly Disagree	The integration of porftolio management with project/programme management is reviewed to optimise at which level governance approval activities should take place. Disagree	The integration of porftolio management with project/programme management is reviewed to optimise at which level governance approval activities should take place. Neutral	The integration of porftolio management with project/programme management is reviewed to optimise at which level governance approval activities should take place. Agree	The integration of porftolio management with project/programme management is reviewed to optimise at which level governance approval activities should take place. Strongly Agree

Please indicate your level of agreement with the statements above.

Management Control

Answers to these questions are confidential. We respect your privacy and never share any information with third parties.

The purpose of management control is to ensure that progress, at an individual and portfolio level, is regularly monitored against the baseline portfolio strategy and delivery plan. Tell us about how you ensure that delivery stays on track and that the portfolio remains strategically aligned. *

	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
Organisational leadership engages in identifying continual improvement opportunities for management control.	Organisational leadership engages in identifying continual improvement opportunities for management control. Strongly Disagree	Organisational leadership engages in identifying continual improvement opportunities for management control. Disagree	Organisational leadership engages in identifying continual improvement opportunities for management control. Neutral	Organisational leadership engages in identifying continual improvement opportunities for management control. Agree	Organisational leadership engages in identifying continual improvement opportunities for management control. Strongly Agree
The organisation has established central portfolio management processes for defining/delivering/reviewing a portfolio and starting/stopping adjusting initiatives.	The organisation has established central portfolio management processes for defining/delivering/reviewing a portfolio and starting/stopping adjusting initiatives. Strongly Disagree	The organisation has established central portfolio management processes for defining/delivering/reviewing a portfolio and starting/stopping adjusting initiatives. Disagree	The organisation has established central portfolio management processes for defining/delivering/reviewing a portfolio and starting/stopping adjusting initiatives. Neutral	The organisation has established central portfolio management processes for defining/delivering/reviewing a portfolio and starting/stopping adjusting initiatives. Agree	The organisation has established central portfolio management processes for defining/delivering/reviewing a portfolio and starting/stopping adjusting initiatives. Strongly Agree
The organisation undertakes analysis of the effectiveness of its standards and portfolio control techniques and evidence of improvement can be demonstrated.	The organisation undertakes analysis of the effectiveness of its standards and portfolio control techniques and evidence of improvement can be demonstrated. Strongly Disagree	The organisation undertakes analysis of the effectiveness of its standards and portfolio control techniques and evidence of improvement can be demonstrated. Disagree	The organisation undertakes analysis of the effectiveness of its standards and portfolio control techniques and evidence of improvement can be demonstrated. Neutral	The organisation undertakes analysis of the effectiveness of its standards and portfolio control techniques and evidence of improvement can be demonstrated. Agree	The organisation undertakes analysis of the effectiveness of its standards and portfolio control techniques and evidence of improvement can be demonstrated. Strongly Agree

Please indicate your level of agreement with the statements above.

Benefits Management

Answers to these questions are confidential. We respect your privacy and never share any information with third parties.

The purpose of benefits management is to clearly identify and manage the benefits being realised from the portfolio. Tell us about how you help to maximise the contribution to achievement of strategic objectives and operational performance and ensure the best use of available resources. *

	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
Organisational leadership invests time and effort on improving benefits management processes.	Organisational leadership invests time and effort on improving benefits management processes. Strongly Disagree	Organisational leadership invests time and effort on improving benefits management processes. Disagree	Organisational leadership invests time and effort on improving benefits management processes. Neutral	Organisational leadership invests time and effort on improving benefits management processes. Agree	Organisational leadership invests time and effort on improving benefits management processes. Strongly Agree
There is a centrally deployed benefits management tool in place that is consistently used across portfolios.	There is a centrally deployed benefits management tool in place that is consistently used across portfolios. Strongly Disagree	There is a centrally deployed benefits management tool in place that is consistently used across portfolios. Disagree	There is a centrally deployed benefits management tool in place that is consistently used across portfolios. Neutral	There is a centrally deployed benefits management tool in place that is consistently used across portfolios. Agree	There is a centrally deployed benefits management tool in place that is consistently used across portfolios. Strongly Agree
The organisation has centrally deployed portfolio management processes for collating benefits / scanning for beneficial change / assesing impact of change.	The organisation has centrally deployed portfolio management processes for collating benefits / scanning for beneficial change / assesing impact of change. Strongly Disagree	The organisation has centrally deployed portfolio management processes for collating benefits / scanning for beneficial change / assesing impact of change. Disagree	The organisation has centrally deployed portfolio management processes for collating benefits / scanning for beneficial change / assesing impact of change. Neutral	The organisation has centrally deployed portfolio management processes for collating benefits / scanning for beneficial change / assesing impact of change. Agree	The organisation has centrally deployed portfolio management processes for collating benefits / scanning for beneficial change / assesing impact of change. Strongly Agree

Please indicate your level of agreement with the statements above.

Finance Management

Answers to these questions are confidential. We respect your privacy and never share any information with third parties.

Tell us about how your portfolio management processes and decisions are aligned to the financial management cycle and ensure that financial considerations form a key element in all decisions regarding the commencement and ongoing viability of every initiative. *

	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
Accounting practices for the changing, creation, acquisiton or disposal of assets follow a centrally defined and consistently deployed approach.	Accounting practices for the changing, creation, acquisiton or disposal of assets follow a centrally defined and consistently deployed approach. Strongly Disagree	Accounting practices for the changing, creation, acquisiton or disposal of assets follow a centrally defined and consistently deployed approach. Disagree	Accounting practices for the changing, creation, acquisiton or disposal of assets follow a centrally defined and consistently deployed approach. Neutral	Accounting practices for the changing, creation, acquisiton or disposal of assets follow a centrally defined and consistently deployed approach. Agree	Accounting practices for the changing, creation, acquisiton or disposal of assets follow a centrally defined and consistently deployed approach. Strongly Agree
Portfolios manage finances based on a centrally defined approach for funding, procurement, contract, bidding and client contract management.	Portfolios manage finances based on a centrally defined approach for funding, procurement, contract, bidding and client contract management. Strongly Disagree	Portfolios manage finances based on a centrally defined approach for funding, procurement, contract, bidding and client contract management. Disagree	Portfolios manage finances based on a centrally defined approach for funding, procurement, contract, bidding and client contract management. Neutral	Portfolios manage finances based on a centrally defined approach for funding, procurement, contract, bidding and client contract management. Agree	Portfolios manage finances based on a centrally defined approach for funding, procurement, contract, bidding and client contract management. Strongly Agree
An enterprise-wide integrated portfolio financial management tool is used for analysing financial trends to optimise investments.	An enterprise-wide integrated portfolio financial management tool is used for analysing financial trends to optimise investments. Strongly Disagree	An enterprise-wide integrated portfolio financial management tool is used for analysing financial trends to optimise investments. Disagree	An enterprise-wide integrated portfolio financial management tool is used for analysing financial trends to optimise investments. Neutral	An enterprise-wide integrated portfolio financial management tool is used for analysing financial trends to optimise investments. Agree	An enterprise-wide integrated portfolio financial management tool is used for analysing financial trends to optimise investments. Strongly Agree

Please indicate your level of agreement with the statements above.

Risk Management

Answers to these questions are confidential. We respect your privacy and never share any information with third parties.

Finally, tell us about how your organisation ensures consistent and effective management of the portfolio's exposure to risk at both individual and collective level. This is crucial to the successful delivery of initiatives, to delivery of the portfolio as a whole, and ultimately the achievement of the organisation's strategic objectives. *

	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
The organisation has a centrally defined approach to developing skills to meet defined competencies and responsibilities in risk management, including the involvement of operational business as usual (BAU) leaders.	The organisation has a centrally defined approach to developing skills to meet defined competencies and responsibilities in risk management, including the involvement of operational business as usual (BAU) leaders. Strongly Disagree	The organisation has a centrally defined approach to developing skills to meet defined competencies and responsibilities in risk management, including the involvement of operational business as usual (BAU) leaders. Disagree	The organisation has a centrally defined approach to developing skills to meet defined competencies and responsibilities in risk management, including the involvement of operational business as usual (BAU) leaders. Neutral	The organisation has a centrally defined approach to developing skills to meet defined competencies and responsibilities in risk management, including the involvement of operational business as usual (BAU) leaders. Agree	The organisation has a centrally defined approach to developing skills to meet defined competencies and responsibilities in risk management, including the involvement of operational business as usual (BAU) leaders. Strongly Agree
The approach to risk management planning is refined based on analysing actual versus forecast risk.	The approach to risk management planning is refined based on analysing actual versus forecast risk. Strongly Disagree	The approach to risk management planning is refined based on analysing actual versus forecast risk. Disagree	The approach to risk management planning is refined based on analysing actual versus forecast risk. Neutral	The approach to risk management planning is refined based on analysing actual versus forecast risk. Agree	The approach to risk management planning is refined based on analysing actual versus forecast risk. Strongly Agree
Portfolios assess the effectiveness of initiative level risk management processes for opportunities for improved integration.	Portfolios assess the effectiveness of initiative level risk management processes for opportunities for improved integration. Strongly Disagree	Portfolios assess the effectiveness of initiative level risk management processes for opportunities for improved integration. Disagree	Portfolios assess the effectiveness of initiative level risk management processes for opportunities for improved integration. Neutral	Portfolios assess the effectiveness of initiative level risk management processes for opportunities for improved integration. Agree	Portfolios assess the effectiveness of initiative level risk management processes for opportunities for improved integration. Strongly Agree

Please indicate your level of agreement with the statements above.