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Core P3M Data Model and Business Integrated (P3M) Governance - Main Board

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The Core P3M Data Club was formed to create a data standard for portfolio, programme and project management. This enables us to more effectively deliver business integrated governance for Business as Usual and Change. This means our journey from Main Board objectives, targets and challenges can be delivered through portfolios, programmes and projects in the context of finance, management teams, support and assurance more easily and effectively. This will deliver more strategy outcomes, greater business agility, lower management overhead and efficiency benefits.

Using the backbone taken from APM Directing Change, this document outlines the assumptions we make around how Main Boards operate in translating opportunities, threats, imperatives and goals into Objectives for change, Targets for operations, and Challenges for innovation / problem solving. We offer a business agenda that has a Change focus, and present management information definitions that we believe will support the business agenda.

From this, we have derived a data model that would support the MI for the business agenda and have integrated this with the Core P3M Data Model.

Link to higher resolution copy here: https://1drv.ms/w/s!AscRj7Bfp6vQgokJOh78NErge0vsuQ?e=uBv2JP

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Core P3M Data Model and Business Integrated (P3M) Governance - Main Board

  1. 1. Page 1 This work is licensed under a Creative CommonsAttribution-ShareAlike 4.0InternationalLicense.
  2. 2. Page 2 Main Board Assumptions Main Board isthe ultimate directionsetting, decisionmaking/leadershipbodywithinan organisationaccountable tothe owners (andotherstakeholdersincludingstaff). Itisbeyondthe scope of thismodel to prescribe howMain Boardsoperate. It can take manyforms,alongwithits sub-groupswhichfocusonspecificmatters.The scope isshownhighlightedonthe keygovernance picture fromthe APMDirectingChange Publication. The Board is supportedwithmanylistening/feedback-loops(frommarketing,salesdeliveryteams, legal andcommercial HR,Non-Executive Directorsetc) whichkeepStrengthsandWeaknessesunder review,identifyOpportunities,Threats,Imperatives andGoals(e.g.ownerinstruction,legislation, lease expiry)andprovidesleadershipresponsestosuchstimuli. The MainBoardwill turn Opportunities,Threats,ImperativesandGoals(OTIGs) intoObjectivesandTargetsand Challenges (OTCs). It isalso assumedthatObjectivesandChallenges are handedoverto asub- committee of the Board – A Change Sub-Group– withfull authorityof the Boardfor change. ThisChange Sub-GroupdelegatesPortfolioDirectionGroup(s) tomanage in cross functional teamsdeliveringorganisational outcomes/benefits.Decomposition thisway meansthatthere isline of sightfromkeyboard concerns(i.e. OTIGs) tothe people accountable foraddressingthem. From APMDirecting Change
  3. 3. Page 3 Targetsgo intothe OperationsDomainasfigures/datestoachieve,andbe measuredwithKeyPerformance Indicators,andChallenges(i.e.potential targets and objectiveswithoutenoughdefinitionto be specified)are handedoutfor investigation/innovation. Managementof these KPIsisnota matterfor thisguide, but we understandthatsome of the data usedwouldbe the same as data underpinningportfolios.Hence,itis necessarytounderstandwhateachinterest grouprespectivelyuses toavoidunnecessaryduplication. Agenda Dashboard – Change Sub-Group Withrespectto the detailsof MainBoard Change Sub-Groupmeetingcontents,itisbeyondthe scope of this model to prescribe how this operates.We offeranAgendato coverChange/Portfolio mattersand have providedanexample toconsider.Itconsistsof 5 passagesinthe “Agenda”which wouldhave Operational andChange componentstothem, butwe are consideringonlythe Change Component(P3M).Otherprojects–whichare part of BAU (e.g.productdevelopment,asset management,customerfacing) are coveredinmeetingsthatcoverOperations –unlessthere isa strategydependency. These include: - MeetingPrep– to hearconfirmationondataquality,update Action/Decisionstatus
  4. 4. Page 4 - ProgressStatus and Historical – whatis the statuson Objectives, exceptions/escalationsonthose,andrelatedresourcing/financial performance - Prediction– Near/Mid Term – What isthe confidence inpredictedoutcomes for Objectives,relatedresourcing/financialperformance.Are there risks/gaps whichrequire actions/decisions? - Prediction– Longer term – Are there disruptive Opportunities/Threats,have there beenchangesinstrategicGoals/Imperatives,isthere change in corporate risk(forexample,have ourStrengthsandWeaknessesshifted), whatare the fundingimplications - MeetingActions– Are there anydirectionstogive regardingchange to businessplansorportfoliomandates?Whatare the summary actions/decisions/communications? MI Implications Title Purpose Content MeetingPreparation/readiness Actionand Decision Enablesvisibility,review,andprogress on Risks/Actions/Assumptions/Issues/Decisions/Dependencies at Main Board Level. ContainsRisks(mayinclude assumptionsanddependenciestoo), Actions,IssuesandDecisionsinatable. The followingsectionusesthe terms OTIG andOTC (definedabove).It mighthelp to remember OTIG as a source ofstimulus,OTCsas the response to stimuli,andRisks/Actions/Assumptions/Issues/Decisions/Dependencies(RAID) enablemanagementofthem through a board holdingotherpeople responsible/accountable. Please note – items in italicsinthe tablebelow are not agendaitems for a Strategy Board, but a Strategy Board will need access to thisinsight for strategic decisionmaking.
  5. 5. Page 5 Title Purpose Content Status- Board RAID Main Board RAIDis a presentationof selecteddatapertainingto the Objectives,TargetsandChallengesforthe MainBoard, and selecteditemsmade visiblefromprojectandprogramme level data withinthe portfolio. Assurance Summary Data quality/confidence check Bespoke –cannot exemplifyV1 Main Board assumesdatapresentedisreliable unlessotherwise stated. BusinessEnvironmentDiscussion.To covercurrent externalchallengesaroundPortfolio Delivery,tobrief BoardMembersonmeetingcontext. BusinessPerformanceReviewandForecast.Operationsfocus.Reviewof BusinessPerformanceagainstTargets,projection of performanceand confidencediscussion.Reviewof Issues/Risksandriskappetite, takingof Decisionssetting of actions.Whatlevel of fundingisthe businessina position to consider,andarethere pressingmattersforthe Boardto address?Speedupinvestment/slowdown,changeprioritiesetc? DepartmentalPerformanceExceptionReview. Discussion of thebusinessrequiringMainBoardAttention ProgressStatus and Historical – by Objective (Per) ObjectiveReviewandForecast.Status,forwardlook –identificationof Risks/Actions/Assumptions/Issues/Decisions/Dependenciesnecessary: In year "Objective" progress T/C/Q/B Board level reviewof progressonobjectives,reviewof driving opportunities,threats,imperativesandgoals.(Note T/C/Q/B= Time/Cost/Quality/Benefit) PerObjective –Commentary,achievements,spend,RAID, benefitsthisfar. Drill downintoenablingportfolioitemswhere necessary Prediction– Near/Mid Term Projected Objectives Confidence review - Achievements,Cost,Benefits –projected ROI Priority Reviewof portfolioitemsagainstthe Objective PerObjective –Confidence discussion,projectedachievements, spend,benefits out-turn. Drill downintoenablingportfolioitemswhere necessary
  6. 6. Page 6 Title Purpose Content Objectives: Exceptions and Escalations Main Board level Risks/Actions/Assumptions/Issues/Decisions/Dependencies needed New/changed Risks/Actions/Assumptions/Issues/Decisions/Dependencies needed Objectives: Item Highlight Report Drill downonlywhere necessary: • Underlyingshiftsinrelated OTIGs/strengths/weaknesses • KeyMilestonesanddependencies • SpendandFunding • Resource • Benefits • (Stakeholder) Satisfaction(Scores) • Confidence (Indicators) • Trendalerts Abilitytodrill intoPortfolioitemdetailsif necessary Viathe PortfolioRegister Related(SW)OTIGstatus Statuson KeyMilestones Spend(allocationvbudgetvspendvsremaining)–fromthe PortfolioFinancial Plan.Profiledbudget,analysedasappropriate CAPEX/OPEX Resource (Allocationvspendvremaining)- fromthe Portfolio Resource Schedule. Profiled–over/undercapacityhighlights BenefitProgress,Forecastandperformance –fromthe Portfolio Benefitsrealisationplan - Mainbenefits,scaleof impact,profile, measurementmetrics SatisfactionStatus(governance,team,stakeholders,customers) and ConfidenceStatus (UsedinConjunctionwiththe RAIDlog.) Updateonorganisationalstrengths/weaknesses(organisation,assets,marketpositionetc).Presentation/discussion of issuestabled.Bespoke – cannotexemplify V1 Prediction– Longer term Review OTIG Review new Opportunities/Threats/Imperatives/Goals(OTIG). Presentation/discussionof issuestabled –decisionson adjustments OTIG Item Accountable Status Priority Addressedby(EnablingFactors)
  7. 7. Page 7 Title Purpose Content Review OTC Review new Objectives,Targetsand Challenges. Presentation/discussionof issuestabled –decisionson adjustments OTC Item Accountable Status Priority Addressedby(BusinessPlan/Portfolio) Resourcing and Funding Implication Review. What do we have vs whatisrequired? Decisions/Actions OTC Item Roadmap,CostProfile,ResourcesProfile,BenefitProfile ROI,Confidence,Risk Priority Prioritisationof OTCTuning/Settingof Objectives/Targets/Challenges Operating Plan Changes AssignactionstoOperatingPlanownerstotake on Opportunities/Threats/Imperatives/GoalsviarevisedTargetsor Challenges Please note –OperatingPlanisnotin scope forStrategyboard, but potential impactsmightbe. Change Plan Changes AssignactionstoPortfolioownerstotake on Opportunities/Threats/Imperatives/Goalsviarevised ObjectivesorChallenges RevisedObjectivesorChallenges MeetingActions Action, Decisionand Comms summary Summarise actionsdecisionsagree comms Updatesto/newRisks, Actions,Issues, Decisions Communications Resources
  8. 8. Page 8 PresentationMaterial coveringAssumptionsandImplications –tobe usedfor internal communications –can be provideduponrequest. Please Note: This work is licensed under a Creative CommonsAttribution-ShareAlike4.0International License.

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