Core P3M Data Club
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The document proposes creating a common data model to support portfolio, program, and project (P3M) governance. It will include examples of key stakeholders, a governance model, management information examples, and a core data model. This aims to provide organizations a starting point for basic P3M reporting and governance that is not dependent on specific tools. Taking a top-down and bottom-up approach, it will identify stakeholders, define a governance framework, imply necessary data, and map this to good practices. The resulting model and examples could then be used by consultants, vendors, and service providers to support clients' P3M governance needs.
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Core P3M Data Club
- 1. Core P3M Data Club A club to come up with a common data language to support an example model for governance of portfolios, projects and programmes
- 2. Key Stakeholder Assumptions Governance Model Example MI deduction Data Need Implication Map to good practice Objectives Core P3M Dataset Create a model that can be used to engage organisations implementing / improving P3M governance consisting of: • An example of key stakeholders / audiences involved in governance • A clear governance model example – containing board definitions, terms of reference, relationships • MI examples – to enable the example governance operation • An example core data model that can provide the implication for enabling operational processes and tools
- 3. In a Picture….. The Economy Politics Regulatory Bodies Competitors Customers Partners Suppliers
- 4. Ref: https://youtu.be/eIVz4FWA- NY?list=PLQzq_ylfBVzKM1ZC_900nvea6uxkeAOVS Example Need Statement Typical issues • Board level information poor • Manual effort and inaccuracy preparing material leading to… • Lack of faith in the data • Too much focus on history and not enough forecasting and prediction …Leading to Significant strategic risk to the business
- 5. • PPM solutions deliver a level of efficiency, but they are not always effective because due to lack of sponsorship and poor connection to the business’ governance operation • Solutions are characterised by delivery teams pushing up data, not businesses (portfolios) pulling up insight – so a PMO may feel like its reports are not read, and the exec may feel that it doesn’t need detailed progress mumbo jumbo. • Opportunity: • There have been advancements in technology - PPM system, data warehouse and management information technology. • New methods have emerged for more responsive, customer focused, flexible delivery. • Using Portfolio Management / Governance Best practice, we can help organisations operate and govern effectively. One size does not fit all and it is no longer sensible or necessary to impose tooling or methods that don’t fit all the business. Background I
- 6. P3M Data - Stereotype • Standards may exist • Local tools • Document based data • Manual compilations • Unreliable slow reporting • Value judgement and opinion reign • Localised governance • Strategy to delivery and back again difficult Plan Spreadsh eet Project Docs. Time- sheet ReportsProject Queues Plan Plan Plan Plan Plan Plan Plan Spreadsh eet Spreadsh eet Spreadsh eet Spreadsh eet Spreadsh eet Spreadsh eet Spreadsh eet Spreadsh eet Spreadsh eet Project Docs. Project Docs. Project Docs. Reports Reports • Traditional P3M Data
- 7. PPM Solution – Perspective “A” • Traditional PPM Image Projects Database Planning Tool Project Controls Project Docs. Time- sheet Reports Res. PoolCost Int. Project Queue Assumes single solution, inflexible = Delivery Centric
- 8. • While technically feasible to try to integrate corporate systems, it is simpler and more sustainable to integrate the data around core enterprise reference data than to manage a nest of unsustainable integrations. • It may be that it is possible to adopt one PPM solution but in multiple instances to enable localised benefits. • In the new scenario it is possible to add a tool into the scenario, change a tool, change a delivery method – the Core P3M data is not affected. Background II
- 9. PPM Solution – Perspective “B” • Traditional PPM Image • Future Facing Image Projects Database Planning Tool Project Controls Project Docs. Time- sheet Reports Res. PoolCost Int. Project Queue Dash- boards Data Warehouse Portfolio Programme Project Resource Time/Cost Controls Collabor- ation Portal Connector 1 Connector …n Standard Data Model Assumes single solution, inflexible = Delivery Centric Assumes multiple solutions, flexible = Governance Centric Strat. Objective & Performance Benefits
- 10. (P3M) Data Model Assurance Governance Customers Line Managers MI Capability Reports / Dashboards Support Resource Managers Delivery Managers Team Members MI Capability Reports / Dashboards Data and Collaboration Support Agile COST RES. PPMa Tools Connectors Governance Frameworks Delivery Frameworks Collabor- ation Portal P3M Data Model is a means to an end not and end in itself P3M Data Model to support governance and operation Key Stakeholders Key Audiences
- 11. • Hence - The Core P3M data club is an attempt to enable exec and delivery levels to converse by focusing on what is necessary for business and P3M governance and for delivery controls • This is done by focusing on the key stakeholders and audiences, being clear on the necessary governance operation within and around P3M, deducing the MI implication for governance operation and from that deriving the data need. • Using a model means it will be simpler to attain engagement and identify from issue to sustained solution • …Meaning control systems in place at the lower levels are more likely to also support higher level needs, ensuring better decisions are made from operational to director levels. Background II
- 12. Benefits There are clear efficiency and effectiveness benefits for: • Our organisations can integrate schedule, resource and finance data – one picture, whatever the tools • Our organisations have dependencies between items planned in different tools • Our organisation can be the integration point for multiple organisations • Multiple organisations that need to collaborate (A “Community”) • An industry that needs to provide data to the public
- 13. Evolution Disconnected tools or simple tool integration Basic Project Database Common reports - Manual / basic automation Basic efficiencies, local benefits P3M tools Core Project Database Data not tool integration Dashboards and reports Operation efficiencies, P3M benefits Enterprise tools Core P3M Data Model Managed Enterprise Reference Data Developed Collaboration Portal Governance Efficiencies, business benefits Industry / National Shared P3M Data Model Shared Enterprise Reference Data Developed Collaboration Portal Macro Efficiencies, economic benefits Host Organisation Shared Core P3M Data Model Shared Enterprise Reference Data Common Collaboration Portal Community Efficiencies, and benefits
- 14. Starting Point
- 15. Mission Strategy & Objectives Portfolio Mgmt – Definition & Monitoring Operational Planning & Mgmt Programme and Project Mgmt of authorised P&Ps Operational Mgmt of on-going operations (BAU) Vision Operations Governance Programme / Project Governance Governance of Project Management From apm Directing ChangeCorporate Governance Organisational and External Resources delivering tasks Our model recognises existence of all stakeholders while addressing data generation and information consumption across 4 key stakeholder groups
- 16. Programme / Project Governance Governance of Project Management Main Board and Sub Groups Company Change Group Delivery & Outcomes Portfolio X Programme N Project X P3O Operations Engineering Manufacturing Customer Services Logistics Business Services HR Facilities IT Information Assurance Business Development Sales Marketing Account Management Finance Services Accounting / Treasury Legal and Commercial Business Planning Procurement Board / Committees Finance Group Portfolio Direction and Progress Groups, Assurance Programme and Project Boards Strategic Progress Groups Operations Governance – Considered in relation to P3M only Operations Group Example Organisation
- 17. Key Audiences and Challenges Corporate Governance • Lack of connection of the Corporate Plan to the portfolios of initiatives to change the business, and to the Operational Business Plans ot run the business • Lack of connection of progress in Operational Business Plans and portfolios to the Corporate Plan Operations Governance • Ineffective Resource / Finance Management between BAU and change as models hard too create / sustain • Work management / agile tools don’t fit project tools • Poor adoption of change and benefit realisation delivery from lack of Change / Operation Coordination Governance of Project Management • Difficult Translation of Corporate Plan into portfolios containing prioritised projects & programmes – is the correct direction given? • Difficult Allocation of finance and resources in accordance with priority to respective portfolio items – is the allocation made in line with priority? • Expensive / questionable decision support on portfolio vs operation priorities – are good decisions happening? • Difficult Translating progress on projects and programmes into objective attainment – are we maintaining the correct investment / change / benefits portfolio Programme / Project Governance • Poor enabling data ineffective in supporting leadership in good decision making • Ineffective Finance / Resource allocation in line with priority • Unquantified Change / Benefit Realisation • Inefficient Operational meetings (e.g. Progress Meetings) • Expensive Delivery Support
- 18. Change Group Assurance Group Portfolio Direction Group(s) Portfolio Progress Group(s) Operations Group Programme Board(s) Project Board(s) Finance Group Manage- ment Team(s) Market / environme nt Main Board Current State Constraints Commitment Budget/Spend Status Change / Deliver Run / Manage Lead Bus Plan Remit Remit Bus Plan Requests/Outputs
- 19. Page 1…
- 20. Outputs Enabled Portfolio Level • Strategic: Long range roadmap review – strategy agreement • Strategy item release for innovation / estimating • Review the Pipeline – confirm priorities • Funding • Performance measures and criteria • Tactical: Confirm Portfolio Item starts • Review the inflight portfolio and RAID • Confirm Portfolio completes • RAID management Resource Management – strategic and tactical • Strategic: Review strategy / business implication on resources • Resource Strategy decision – make /change / buy / dispose • Budget / funding implications • Tactical: Quarterly Allocation process • Performance Against Priorities • Employee Satisfaction • RAID management Stakeholders – Relationship management with customers • Local Strategy review – priorities, pipeline • P3M performance against sub portfolio • Business Change Management Review • CSAT • RAID management P3M Performance – individual scrutiny • Performance against desired outcomes / business case, objectives and Key Milestones • Scope / Quality / Cost performance • Risk performance • Resource performance • Customer Satisfaction • RAID management Assurance • Tool based data validation • Cross function / discipline analysis (e.g. risk, resource, quality) • Data quality metrics • Rule based exception reporting • RAID management
- 21. Our Outputs will… • Enable an organisation to realise/respond to threats / opportunities in its governance operation • Focus on elements needed • Organisation will / clarity • Governance model clarity and operational enablers • Suitable management information • Reliable data sources • The initiative will give implication for what processes and tools need to provide to enable governance, not dictate what the procedures and tools are
- 22. Our Outputs will… • Provide organisations with a data starting point for basic portfolio, project and programme management reporting – historical, predictive and with insight • Enable tools / methods of choice in organisations • Enable use of AI capability in analysis of the portfolio • Make governance reporting not dependent on tool and delivery method • Enable more effective governance meeting preparation, operation and follow up. • Enable organisations to take on the challenge of connecting strategy to delivery and back again.
- 23. Getting Initiatives started… • Customer perspective • Simpler engagement of the right level in an organisation to enable formation of initiatives that really affect business change & benefits • Enable feasible / usable / sustainable tools and processes to fit the business • Joined up strategy and delivery with an inexpensive Governance operation • Supplier perspective • Easier engagement to connect client issues with support / technology solutions • Higher value / likelihood outcomes
- 24. Core P3M Datta Club Approach Key Stakeholder Bounding Governance Model MI Implication Data Need Map to good practice
- 25. Approach Part 1 Top down - to identify • key stakeholder groups, • the governance operation those groups need to lead / direct the portfolio and • Imagineering of the MI they could / should use. • From this we can deduce the data needed. Who are the stakeholder groups, what are the "boards" we are looking to support and what MI do they need?
- 26. Status Prepare an example set of key stakeholders and audiences • Core framework taken from APM Directing Change • Role areas in Corporate Governance, Governance of Project Management and Programme / Project Governance. Integration with Operations Governance. • Use of Portfolio, Programme Project terms and expectation of "Sponsor" (accountable person) for each item being governed. • Stakeholder Groups - Leadership, Operation Change • Key Stakeholders - involved in the domain • Key Audiences - consume information from the domain, provide input to the domain • Governance Groups - Example roles, what they attend to in governance (high level) • Example Organisation Structure - https://1drv.ms/p/s!AscRj7Bfp6vQ92GepxJcRvfFsL1E
- 27. Bottom up - to review contemporary standards and deduce data needed. Points to note: • this is a background activity that will be extended by the top down results • It needs an agile perspective on it • It is very generic - It does not specifically include any local metadata (i.e. local code schemes for stuff like cost code, labour category, business unit etc etc) - but it does offer a flexible approach to using it • Progress here: https://1drv.ms/x/s!AscRj7Bfp6vQ9z1PJmSs7PK7aJz7 Approach Part 2
- 28. Status Prepare an Example Governance Framework. • It is hard to stay focused on P3M Governance if there is no assumed model about organisation governance. Some assumptions are offered. Need validating more • Boards deduced - suggested definition and preamble is provided. The governance framework around an example organisation is developed - focusing on the P3M core. This needs more review • The purpose, composition, input, output and core MI needs are extrapolated for each board type. To be addressed next • The concept of cadence is introduced, as is discussion of the interaction needed between Operations and Portfolios. For later • https://1drv.ms/p/s!AscRj7Bfp6vQ914GZUs6LY0LOPn9
- 29. Status – not started • Imply MI • Deduce Data • Relate to “standard” • V1 done • Sustain…
- 30. Once Completed - What happens next? Model and example available to all • Consultants develop service level to deliver it • Vendors provide extracts to feed it • Service Providers offer Core P3M DataSet on line/on premises • Configuration tools enable clients to set up their implementation with suppliers / customers • Feeder solutions enable client organisations to load data • MI solutions to enable support of the model governance framework Governance data is not reliant on specific tools / process
Editor's Notes
- PPM Solution – Perspective “B” Traditionally, many of us think of the Technology pillar of a PPM solution as one solution. To deliver it, we go through a hideous process - capture requirements, a divisive vendor selection, an inflexible implementation process which creates as many problems as it solves, & we face an ongoing battle to sustain a solution that only a simple majority favour. And even then we have to create and maintain integration points as the PPM solution isn’t the complete business solution – e.g. costs are in the finance system, documents in the knowledge base, risks in the risk tool, customer data in CRM etc. Moreover – we are now at a time when you can subscribe to simple cloud based tools that don’t need IT to look after them – & you may want to operate different delivery management approaches for different kinds of work in your portfolio. You can do this – we do not have to keep the same mindset to PPM solution provision any more! Instead of investing heavily in one tool which works one way & punts out “one flavour” reports – a better approach is to define the data model you need for governance of the portfolio (its not rocket science) then to set up connectors to the tools you want to use – so the governance operation can create its own performance dashboards for itself. You can have what you need to run the business with, not just what reports the tool chucks out. This way you can see risk across your portfolio – as its pulled into the collaboration portal. You can see candidate projects – as they are visible in the data store. You can see overall resource demand – as this is aggregated from all the planning data sources. This data technology is available now, & the capability can be afforded as your IT function is not supporting tin or upgrade heavy software solutions are more.
- PPM Solution – Perspective “B” Traditionally, many of us think of the Technology pillar of a PPM solution as one solution. To deliver it, we go through a hideous process - capture requirements, a divisive vendor selection, an inflexible implementation process which creates as many problems as it solves, & we face an ongoing battle to sustain a solution that only a simple majority favour. And even then we have to create and maintain integration points as the PPM solution isn’t the complete business solution – e.g. costs are in the finance system, documents in the knowledge base, risks in the risk tool, customer data in CRM etc. Moreover – we are now at a time when you can subscribe to simple cloud based tools that don’t need IT to look after them – & you may want to operate different delivery management approaches for different kinds of work in your portfolio. You can do this – we do not have to keep the same mindset to PPM solution provision any more! Instead of investing heavily in one tool which works one way & punts out “one flavour” reports – a better approach is to define the data model you need for governance of the portfolio (its not rocket science) then to set up connectors to the tools you want to use – so the governance operation can create its own performance dashboards for itself. You can have what you need to run the business with, not just what reports the tool chucks out. This way you can see risk across your portfolio – as its pulled into the collaboration portal. You can see candidate projects – as they are visible in the data store. You can see overall resource demand – as this is aggregated from all the planning data sources. This data technology is available now, & the capability can be afforded as your IT function is not supporting tin or upgrade heavy software solutions are more.
- PPM Solution – Perspective “B” Traditionally, many of us think of the Technology pillar of a PPM solution as one solution. To deliver it, we go through a hideous process - capture requirements, a divisive vendor selection, an inflexible implementation process which creates as many problems as it solves, & we face an ongoing battle to sustain a solution that only a simple majority favour. And even then we have to create and maintain integration points as the PPM solution isn’t the complete business solution – e.g. costs are in the finance system, documents in the knowledge base, risks in the risk tool, customer data in CRM etc. Moreover – we are now at a time when you can subscribe to simple cloud based tools that don’t need IT to look after them – & you may want to operate different delivery management approaches for different kinds of work in your portfolio. You can do this – we do not have to keep the same mindset to PPM solution provision any more! Instead of investing heavily in one tool which works one way & punts out “one flavour” reports – a better approach is to define the data model you need for governance of the portfolio (its not rocket science) then to set up connectors to the tools you want to use – so the governance operation can create its own performance dashboards for itself. You can have what you need to run the business with, not just what reports the tool chucks out. This way you can see risk across your portfolio – as its pulled into the collaboration portal. You can see candidate projects – as they are visible in the data store. You can see overall resource demand – as this is aggregated from all the planning data sources. This data technology is available now, & the capability can be afforded as your IT function is not supporting tin or upgrade heavy software solutions are more.
- Core P3M Data Model. Q. What's needed? A. Data to support operation (project/programme status, individual assignments of task, issue, risk, material, resource) & data to enable/assure governance within our businesses (strategy/portfolio management, customer/supplier relationships, business ennoblement, transformation) Is this a data warehouse or a “core tool” (Finance/ERP?). Excel nests (NO!!)? Many of us start from data we have & push it up in various imaginative forms. Less of us engage with our governance, seek to operationalise that, then deduce what information is needed, from whom, on what frequency. We can then prepare the enabling factors (standards, process capability, support & assurance) so we can rely on the data. In all this, are our tool owners, community leads, practice leads, support/assurance functions & governance bodies coordinated/led by a cross functional “Ecosystem Director”? Who's that in a business? PMO Director? Finance Director? CIO? If it's not led – how can we really hope it will all come together? Are we mature enough for holacracy? Step 1. Focus on data using a core P3M standard to drive the conversation THEN build/coordinate the ecosystem to make it happen. Previously https://www.linkedin.com/feed/update/urn:li:activity:6468842545005891585 #p3m #ppm
- SUPPORTS DIFFERENCE BETWEEN GOPM AND PG