The Capability Model is the overall framework that provides a common language to describe the breadth, depth and maturity of our solutions and the value that they bring to customers. Remember that the capability model and the capability maps are not the same thing. The capability maps show the most common capabilities within each solution stage (Project, Program, Agile, Lean). The capabilities align with the solutions we sell (traditional, modern, and lean).
The importance of PRM throughout a solution decreases as you move toward the Lean solution stage, but it still remains the key tool for driving strategic prioritization and funding decisions.
Capabilities are the building blocks of our solutions. Each capability comprises features and functionality, business processes and best practices, and analytics and reports to ultimately deliver value to customers (articulated in the form of specific business outcomes).
The Capability Model is split into four columns or “solution stages:” Project, Program, Agile and Lean. The model, in essence, depicts a journey that can take organizations from Project > Lean. Think of each step as a level toward modernization.Customers are encouraged to use this construct to identify which stage best reflects where they are today as well as which stage best reflects where they want to end up. It also reflects our end-to-end strategy-to-delivery platform, highlighting both the Portfolio Management and Work Management capabilities that can be enabled for a customer.
Project Solution Stage: This most closely resembles the traditional PPM world depicted in the earlier Planview capability maps. Organizational funding by division/business level/department is used to fund projects. There are detailed business cases, named resource capacity planning, project planning and scheduling, time reporting, etc. Some elements of the organization (like product development) may use Agile methodology with a Planview Team module or another tool.
Program Solution Stage: This raises the level at which planning and funding take place, where organizations start organizing funding around strategic missions or initiatives. They will still organize portfolios around top-down programs. For team delivery, organizations would use the connected Project Teams module, powered by Projectplace. The ?? module, powered by Planview Enterprise One – PRM is used for high-level planning, but the task management and delivery is in done in the Project Teams module.
Agile Solution Stage: These organizations are starting the product shift to agile procedures and practices. Here, there will be stable, self-managed teams, PI Planning, and looking at things using throughput (are we getting enough done; are we doing things the right way?). Funding will be around products, and portfolios will be organized around epics. There will probably be a structured intake process to collect information (financials, etc.) about the epics. Investment and capacity planning in in the E1 module will be used to carry out prioritization before handing initiatives over to the teams to break down the approved epics into the underlying features and stories.
Lean Solution Stage: These organization focus more on value and whether they are working on the right thing, rather than just throughput. Value Streams use outcome-focused planning, instead of by epics, and OKRs are given a greater importance. The use of the E1 module becomes less, and the use of the Team Kanban and Project Teams modules grows.
The Capability Model will support and structure all customer journeys within the Planview platform. Initially the model is used to define a customer’s solution scope, which the Planview team will then delivers “by capability” using implementation tools and templates designed for maximum effectiveness. After deploying the customer's solution, our team uses the model to build out customer roadmaps and identify further opportunities to increase success.
Each capability is a collection of features and functionality, wrapped up in a best-practice business process which, together with some analytics and reports, deliver value to our customers. We articulate this value in the form of specific business outcomes, each outcome describing a particular business problem that is solved or question that is answered by switching on that capability.
The intent is to use the four-column construct to identify which column best reflects an organization's current state and which column best reflects their ideal future state. No one is expected to switch on every capability, every “box” in this picture, but we need every box to orient people to where they are today, map out where they want to get to, and figure out how they will get there.
The capability map page is interactive. Click the Project, Program, Agile and Lean headers to see an example of a more detailed solution map for each stage and click on the capability names themselves to access the list of business outcomes and understand the features and functions, best practices processes and analytics and reports that make up each capability.
Questions for the Customer
Where do you think you are on your modernization journey today? Where do you want to be, and in what timeframe?
Are there parts of your organization that are in different stages of the journey?
How do you track work progress and get information from different groups within your organization? Do they use different tools? How does the data roll up for reporting?
What challenges do you have around visibility into the detailed execution of your projects and plans?
How do you prioritize work?
These videos and PowerPoint deck introduce you to the Capability Model, how the model is structured, and to the capability map.
Capability Model Introduction
This video is an excellent introduction to the Capability Model, and is great to share with those new to the concept. explains the concept of the framework of the Capability Model, describes what a capability is and how you use it. Presenter Laura Iles. (Duration 3:46)