Integrating P3RM best practice models for  organizational capability improvement       Brian Phillips and Lizz Robb, Manag...
Best Practice Models   Models                                                                       Guidance              ...
Understanding a complex problem• Organizations need to go through change to improve their business while  still maintainin...
The strategic disconnect                                                       We make strategic plans                    ...
An integrated model•   Needs a strategic approach to manage investment, resources, governance    – A better grasp of strat...
Change the Business                             Run the                                                                   ...
Growth and maturity• So we know what we need to know, so how do  we implement the best practice models?  1. Develop a stra...
The path to maturity• This outline can be tailored to your requirements• Baseline your current maturity with P3M3   – This...
• Accredited Training Organization     • Accredited Consulting Organization                           www.yellowhouse.netW...
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Integrating P3Rm Best Practice Models For Organizational Capability Improvement 2 2

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Begin with the big picture for setting up a PMO with portfolio, program and project management

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Integrating P3Rm Best Practice Models For Organizational Capability Improvement 2 2

  1. 1. Integrating P3RM best practice models for organizational capability improvement Brian Phillips and Lizz Robb, Managing Directors yellowhouse.net Yellowhouse is an APMG ATO (Accredited Training Organization) Yellowhouse is an APMG ACO (Accredited Consulting Organization)
  2. 2. Best Practice Models Models Guidance P3O® Portfolio, P3M3® Programme MoVTM MoR® ITIL® and Project Management Management IT Portfolio, Management of Value of Risk InfrastructureProgramme and Library Office Project ManagementMaturity Model MoPTM Guide (Portfolio Management) MSP® Guide (Programme Management) PRINCE2TM Maturity Model (P2MM) PRINCE2® Guide (Project Management) © Crown Copyright 2011 Reproduced with permission from OGC; PRINCE2®, MSP®, M_o_R®, P3O®, ITIL® and P3M3® are Registered Trade Marks of the Cabinet Office; ; MoP™, MoV ™ and the Swirl Logo™ are Trade marks of the Cabinet Office
  3. 3. Understanding a complex problem• Organizations need to go through change to improve their business while still maintaining business as usual (BAU) – We need a structured approach to managing change – There were no integrated models available• A project-based approach is usually developed first (PRINCE2®) – But projects on their own are not solving our change needs – Are we doing the right projects?• Complex models needed for programme management (MSP®) – Balance between outputs – outcomes – benefits – strategy – Are we doing the projects right to produce the benefits?• There is a disconnect between what we want (strategy) and how we get it (delivery)
  4. 4. The strategic disconnect We make strategic plans Strategy to run our business and develop changes to improve the business. Yet we often don’t have an investment review and The strategic project prioritization framework to ensure we disconnect do the right projects. Project managers cannot articulate which strategy (if any) they are supporting. So if we have no strategic Business as reason for running a Projects project, how can we usual justify the investment?© Brian Phillips, Yellowhouse
  5. 5. An integrated model• Needs a strategic approach to manage investment, resources, governance – A better grasp of strategy driving change, balanced with BAU (MoP)• Needs a new understanding of portfolio, programme and project delivery models – A coordinated support model (P3O) • Decision-enabling • Delivery support, • Centre of Excellence – Business strategy is supported by the P3O model, aligned with PRINCE2, MSP and MoP – Growth and maturity will ensure that change is sustainable• How can we measure if it is working? – Maturity assessment and capability improvement (P3M3)• Support tools and models are also needed – Risk Management (M_o_R) understanding and mitigating risk – Value Management (MoV) getting value for money
  6. 6. Change the Business Run the Business Doing the PortfolioRIGHT things Capacityeffectiveness The “Right” things to do ? Can we do it? Do we have the capacity? Can we adopt it? Programme Business as usual Outcomes Benefits Processes How do we do it? efficiency Doing the Project Let’s ALL do it the same way!things RIGHT Deliverables© Business Benefits of P3O Implementation White Paper Jan2010, OCG paper
  7. 7. Growth and maturity• So we know what we need to know, so how do we implement the best practice models? 1. Develop a strategy and outline the benefits 2. Run the implementation as a project or programme 3. Demonstrate value from using the models: • Management control; improved benefits; better value for the investment spend; reduced risk exposure; better stakeholder engagement; improved governance; better resource allocation; more projects successfully completed• How do we ensure organizational capability improvement? – Measure against the delivery standards using P3M3
  8. 8. The path to maturity• This outline can be tailored to your requirements• Baseline your current maturity with P3M3 – This gives a starting point for reference• Implement a capability improvement roadmap – Portfolio, Programme and Project levels• Establish a PMO and a Centre of Excellence – Engage and embed in the business• Implement and manage maturity processes – Training, mentoring, coaching, tools and methods, common language, repeatable processes• Re-baseline with P3M3 • Implement continuous improvement
  9. 9. • Accredited Training Organization • Accredited Consulting Organization www.yellowhouse.netWe have been chosen as a panel member to supply training to the QueenslandGovernment as part of the Queensland Government standing offer arrangement C08/2700 to support implementation, increase capability and help realise the benefits of adopting the Queensland Government Methodologies in the Queensland Government. PRINCE2®, MSP®, P3O®, M_o_R® and P3M3® are Registered Trade Marks of the Cabinet Office; MoP™, MoV™ and The Swirl logo™ are Trade Marks of the Cabinet Office

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