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  • Key Points: ACO Independent ISO 9001 Registered Consultants Practitioners, NOT trainers
  • P3M3 defines portfolio, programmes and projects in parallel – rather than projects, then programmes, then portfolio.
  • 1. Initial (chaotic, ad hoc, heroic) - the starting point for use of a new process. 2. Repeatable (process discipline) - the process is used repeatedly. 3. Defined (institutionalised) - the process is defined/confirmed as a standard business process. 4. Managed (quantified) - process management and measurement takes place. 5. Optimising (process improvement) - deliberate process optimisation/improvement.
  • The Office of Government Commerce (OGC) is a department within the UK Government with a remit to help public sector organisations improve their efficiency, gain better value for money from procurements and deliver improved success from programmes and projects. They are the owners of PRINCE2™, Managing Successful Programmes (MSP), Management of Risk (M_o_R®) and the IT best practice framework, ITIL®. In 2003 the OGC released their first draft of a Portfolio, Programme and Project Management Maturity Model (P3M3). The model was refined and formally published in February 2006 after incorporating latest CMMI® practices and after consultation with interested consultants, practitioners and their accreditation partner APM Group. The P3M3 describes the portfolio, programme and project-related activities within process areas that contribute to achieving a successful project outcome. The levels described within the P3M3 indicate how key process areas can be structured hierarchically to define a progression of capability which an organisation can use to set goals and plan their improvement journey. The levels facilitate organisational transitions from an immature state to become a mature and capable organisation with an objective basis for judging quality and solving programme and project issues. A good model, such as the OGC’s P3M3, recognises not only the project management activities being carried out at the individual project level, but also those activities within an organisatio n that build and maintain a programme and project infrastructure of effective project approaches and management practices.
  • Skip through quickly – it is only an example Goal = outcomes from the process Approach = policies to achieve the outcomes Deployment = tactical activities Review = management review a la ISO9000 Perception = voice of the customer! Performance Measures = the things you should track
  • Skip through quickly – it is only an example Goal = outcomes from the process Approach = policies to achieve the outcomes Deployment = tactical activities Review = management review a la ISO9000 Perception = voice of the customer! Performance Measures = the things you should track
  • Skip through quickly – it is only an example Goal = outcomes from the process Approach = policies to achieve the outcomes Deployment = tactical activities Review = management review a la ISO9000 Perception = voice of the customer! Performance Measures = the things you should track
  • Tactical changes – turning on latent capability Incremental – gaining new capability
  • Key Points: ACO Independent ISO 9001 Registered Consultants Practitioners, NOT trainers
  • Microsoft PowerPoint file

    1. 1. Assessing the change capability of an organisation Jennifer Stapleton FBCS
    2. 2. About Outperform <ul><li>A specialist consultancy </li></ul><ul><ul><li>Helping organisations improve their bid, project and programme management performance through the practical application of best practice methods </li></ul></ul><ul><li>Accreditations </li></ul><ul><ul><li>ISO9001 Certified </li></ul></ul><ul><ul><li>Accredited Consulting Organisation </li></ul></ul><ul><li>Professional membership </li></ul><ul><ul><li>APM corporate member </li></ul></ul><ul><ul><li>Best Practice User Group member </li></ul></ul>
    3. 3. Agenda <ul><li>Introduction to P3M3 </li></ul><ul><li>Using P3M3 to improve change performance </li></ul><ul><li>Using P3M3 to decide where help is needed (case studies) </li></ul>
    4. 4. Where to Improve Change Performance Right Direction Right Projects Right Governance Right Way Did the Project Produce the Desired Output? Do the Projects Consistently Produce the Desired Outputs? Did the Projects Have the Desired Outcomes? Do the Outcomes have the intended impact on the business strategy? Set Strategy Identify Changes Define Projects Execute Projects Track Benefits Manage Portfolio People Process Technology P2MM P3M3 APM BoK
    5. 5. Introduction to P3M3
    6. 6. P3M3 Maturity Levels As Project & Programmes+ And does the organisation have its own portfolio management process? Does the organisation have its own centrally controlled programme processes and can individual programmes flex within these processes? Does the organisation have its own centrally controlled project processes and can individual projects flex within these processes to suit the particular project? Level 3 - defined process As Project & Programmes+ And does the organisation assess its capacity to manage programmes and projects and prioritise them accordingly? Does the organisation obtain and retain specific measurements on its programme management performance and run a quality management organisation to better predict future programme outcomes? Does the organisation obtain and retain specific measurements on its project management performance and run a quality management organisation to better predict future performance? Level 4 - managed process Does the organisation run continuous process improvement with proactive problem and technology management for the portfolio in order to improve its ability to optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for programmes in order to improve its ability to and optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for projects in order to improve its ability to optimise processes? Level 5 - optimised process Does the organisation’s Board recognise programmes/projects and run an informal list of its investments? (There may be no formal tracking and reporting process.) Does the organisation recognise programmes and run them differently to projects? (They may be run informally with no standards or system.) Does the organisation recognise projects and run them differently from its ongoing business? (Projects may be run informally with no standards.) Level 1 - initial process Does the organisation ensure that each programme and/or project in its portfolio is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination) Does the organisation ensure that each programme is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between programmes) Does the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between projects) Level 2 - repeatable process Portfolio Programme Project Maturity:
    7. 7. P3M3 Maturity Levels (Chaotic, Ad Hoc, Heroic) The starting point for use of a new process (Process discipline) The process is used repeatedly - Documenting current practices (Embedded) The process is defined/confirmed as a standard business process - Documenting desired practices / Designing processes. (Quantified) Process management and measurement takes place (Process Improvement) Deliberate optimisation/improvement As Project & Programmes+ And does the organisation have its own portfolio management process? Does the organisation have its own centrally controlled programme processes and can individual programmes flex within these processes? Does the organisation have its own centrally controlled project processes and can individual projects flex within these processes to suit the particular project? Level 3 - defined process As Project & Programmes+ And does the organisation assess its capacity to manage programmes and projects and prioritise them accordingly? Does the organisation obtain and retain specific measurements on its programme management performance and run a quality management organisation to better predict future programme outcomes? Does the organisation obtain and retain specific measurements on its project management performance and run a quality management organisation to better predict future performance? Level 4 - managed process Does the organisation run continuous process improvement with proactive problem and technology management for the portfolio in order to improve its ability to optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for programmes in order to improve its ability to and optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for projects in order to improve its ability to optimise processes? Level 5 - optimised process Does the organisation’s Board recognise programmes/projects and run an informal list of its investments? (There may be no formal tracking and reporting process.) Does the organisation recognise programmes and run them differently to projects? (They may be run informally with no standards or system.) Does the organisation recognise projects and run them differently from its ongoing business? (Projects may be run informally with no standards.) Level 1 - initial process Does the organisation ensure that each programme and/or project in its portfolio is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination) Does the organisation ensure that each programme is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between programmes) Does the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between projects) Level 2 - repeatable process Portfolio Programme Project Maturity: 85% 9% 4% 2%
    8. 8. P3M3 Key Process Areas (KPAs) <ul><li>First draft released 2003 </li></ul><ul><li>First release Feb 2006 </li></ul><ul><li>Based on OGC Best Practice and various Bodies of Knowledge </li></ul><ul><li>Some KPAs common to projects, programmes and portfolio. </li></ul><ul><li>Each KPA includes </li></ul><ul><ul><li>Goals </li></ul></ul><ul><ul><li>Approach </li></ul></ul><ul><ul><li>Deployment </li></ul></ul><ul><ul><li>Review </li></ul></ul><ul><ul><li>Perception </li></ul></ul><ul><ul><li>Measures </li></ul></ul>
    9. 9. Example KPA – Business Case <ul><li>A Senior Responsible Owner (SRO) should be responsible for each business case. </li></ul><ul><li>Each business case should provide information about the benefits and the risks in achieving them, costs and timescales. </li></ul><ul><li>Each business case should effectively describe what the value is to the sponsoring organisation from the outcomes of a programme, and / or deliverables from projects. </li></ul><ul><li>Each business case should provide a single point of reference for justifying the proposed investment. </li></ul>Approach <ul><li>Recognise and establish a framework for informed decision-making in planning and management of business change and the subsequent benefits realisation. </li></ul><ul><li>Provide sufficient clarity so that stakeholders understand fully what the proposed investment will mean for the organisation. </li></ul><ul><li>Ensure that there are appropriate owners for each key aspect of a business case, e.g. achievability aspects, commercial aspects etc. </li></ul><ul><li>Ensure that each business case is formally approved and signed-off by an ‘Investment Decision Maker’. </li></ul>Goal
    10. 10. Example KPA – Business Case <ul><li>Programme-level business cases should provide a summation of project-level business cases and provide the programme’s overall balance of benefits and costs against strategic objectives. </li></ul><ul><li>Business cases should provide the business justification and be maintained throughout the life of programmes and projects, to ensure that progress remains aligned to strategic objectives. </li></ul><ul><li>The investment justification presented in business cases should be based on the requirement for realisation of benefits to the stakeholders sponsoring the programme and / or project. </li></ul><ul><li>The business case should be developed by iteration through the stages of the lifecycle and be an aggregation of information developed in other programme and project documentation. </li></ul><ul><li>The integrity of the information included in the business case and the related documentation should be maintained, providing an audit trail. </li></ul><ul><li>Business cases should present a range of options to consider how the programme’s outcomes or project outputs could be achieved; there should be a detailed option appraisal to compare the likely costs, benefits and risks associated with each option. </li></ul><ul><li>Etc </li></ul>Deployment
    11. 11. Example KPA – Business Case <ul><li>Business case review should answer to what extent are: </li></ul><ul><ul><li>Programmes (still) affordable </li></ul></ul><ul><ul><li>Outcomes (still) achievable </li></ul></ul><ul><ul><li>Programmes (still) demonstrating value for money </li></ul></ul><ul><ul><li>Options comprehensively considered. </li></ul></ul>Performance measures The views of stakeholders should be sought regarding whether business cases continue to present an accurate picture on the desirability, viability, and achievability of programmes and projects. Perception Business cases at both programme and project levels should be constantly monitored and regularly reviewed (as a minimum at the end of each tranche). Review
    12. 12. Using P3M3 to Improve Change Performance Step 1 Where are you today? Step 2 Where do you want to be? Baseline Assessment Step 3 How will you get there? Appropriate KPAs Step 4 How will you know? Improvement Plan Metrics
    13. 13. Case Studies
    14. 14. Where do we need help?
    15. 15. Change Capability Dashboard Business Strategy Resource Management Delivery Management Integrated Solutions Concept   
    16. 16. Change vs. BAU
    17. 17. Changes don’t always stick
    18. 18. Contacts <ul><li>Contact Us </li></ul><ul><ul><li>t +44 870 116 1293 </li></ul></ul><ul><ul><li>f +44 871 750 3386 </li></ul></ul><ul><ul><li>e [email_address] </li></ul></ul><ul><ul><li>w www.outperform.co.uk </li></ul></ul>
    19. 19. Outperform UK Ltd An Accredited Consulting Organisation Improving Performance Through Best Practice Bids, Projects, Programmes PRINCE2™ is a Trade Mark of the Office of Government Commerce The PRINCE2 Cityscape Logo™ is a Trade Mark of the Office of Government Commerce, and is registered in the U.S. Patent and Trade Mark Office

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