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Onemind Categories



Onemind Categories

The criteria for measuring the level of management maturity fall into eight Onemind categories, which encompass all those aspects that describe the management of portfolios, programmes and projects. Let’s take a look at these categories…

Flexibility of Attitude

The mindsets of managers affect the outcome of any initiative. The practices adopted by managers with rigid mindsets are less likely to succeed than the same practices used by people with flexible attitudes.

Clarity of Purpose

This identifies the importance of setting the purpose for the initiative and defining the benefits. In other words, to what extent is the problem defined before setting out to fix it?

Psychology of Change

This category identifies the importance of understanding the dynamic of relationships in the workplace, of knowing how to actively engage and involve people, and of demonstrating leadership of the initiative.

Stakeholder Involvement

This category identifies the importance of mechanisms for stakeholder inclusion, and the different information-processing preferences of individuals.

Authority and Control

Authority and Control refers to the governance of the initiative and the importance of clarifying individual responsibilities, and of the quality of the interaction that exists between programme and project management and typical functional management.

Streamlined Processes

This category identifies the importance of the integration and refinement of the initiative’s management processes and the removal of procedural obstacles. It also identifies the importance of designing and implementing those enabling processes required to gain the authority to expend resources.

Scope and Risks

Identifies the importance of a clear specification of the initiative’s scope so that it will meet its business objectives and manage its risks. It also identifies the importance of the initiative having a clear process for the realisation of benefits.

Plans and Performance

To achieve purposeful organisational change there must be sufficient pressure for that change, and encouragement of those behaviours required to achieve the change. Demanding performance targets and measures must be set, and senior managers should relentlessly apply them using rigorous performance management.