This document discusses characteristics of high performing programme management organizations. It begins with an overview of the P3M3 maturity model, which assesses capability in people, process, and tools. It then lists 10 characteristics that high performers exhibit: 1) committed leadership, 2) being self-critical and restless, 3) operating as learning organizations, 4) measuring performance, 5) developing their people, 6) respecting assurance activities, 7) curating knowledge, 8) knowing their own limitations, 9) having clear lines of authority, and 10) clear vision and outcomes. The presentation aims to identify attributes that differentiate strong programme management from lower-performing counterparts.

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Programme Management
High Performers
Rod Sowden, Aspire Europe Ltd
MSP® and P3M3® are [registered] trade marks of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

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How do we know the high performers
“If anything is certain, it is
that change is certain.
The world we are
planning for today will not
exist in this form”
Phil Crosby
2005 – P3M3 v1
2008 – P3M3 v2
2015 – P3M3 v3
• Baselining current capability (for
later comparison)
• Benchmarking capability against
other organisations (possibly to
harvest best practice from a
community of organisations)
• Discovering capabilities to
determine which areas to
concentrate on
• Diagnosing systemic weaknesses
to eliminate root causes and non-
confirming costs
• Prioritising improvement
initiatives (based on any of the
above)
• Certifying capability through
independent assessment

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Organisational Performance Journey
Level 1
Awareness
Level 2
Repeatable
Level 3
Defined
Level 4
Managed
Level 5
Optimised
Level 0
Unaware

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P3M3 maturity model
People
ToolsProcess
Assignment
The P3M3 model looks for balance between
processes, tools and people, at level 3 these are
normally in balance and at level 4 they are
becoming optimised and efficient.
Programme
Management

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What does good look like ?

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What high performers do
1. Committed leadership

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What high performers do
2. Self critical and restless

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What high performers do
3. Learning organisations

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What high performers do
4. Measuring performance

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What high performers do
5. Developing their people

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What high performers do
6. Respecting assurance

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What high performers do
7. Curating knowledge

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What high performers do
8. Knowing their limitations

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What high performers do
9. Clear lines of authority

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What high performers do
10. Clear Vision & Outcomes

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Characteristics
1. Committed leadership
2. Self-critical and restless
3. Learning organisations
4. Measuring performance
5. Developing their people
6. Respecting assurance
7. Curating knowledge
8. Knowing their own limitations
9. Clear lines of authority
10.Clear vision and outcomes

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Thanks for your time
Rod.Sowden@aspireeurope.com