Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Core P3M Data Model and Business Integrated (P3M) Governance – Management Teams

28 views

Published on

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.

This document outlines the assumptions we make around how Management Teams operate in collaborating to provide resources to support outputs through projects, and to resource change effort and benefits realisation alongside commitments to business as usual activity. We offer a business agenda for Management Teams that would harmonise resource allocation and benefit management across services, product / asset management, innovation and change delivery. It presents management information definitions that we believe will support the Management Team’s business agenda and the Projects / Programmes business agendas. We also recognise that "projects" is also a way to deliver “business as usual”.

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

For a high res version click here - https://1drv.ms/w/s!AscRj7Bfp6vQgokDv8NoliVcKWXyIw?e=atwQ5A

Find out more and collaborate here: https://www.linkedin.com/groups/13651399/

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Core P3M Data Model and Business Integrated (P3M) Governance – Management Teams

  1. 1. Page 1 This work is licensed under a Creative CommonsAttribution-ShareAlike 4.0InternationalLicense.
  2. 2. Page 2 Management Team ‘ManagementTeam’isthe generictermusedto describedAccountabilityNodeswithinanorganisationwhichare accountable fordeliveryof Businessas Usual. This isnot a guide onhowto run departments,orhowto manage BusinessasUsual work– thisguide bowstogoodpractice in the publicdomain. Instead,itsetout assumptions forhow BusinessasUsual managementfunctionscanwork well withprojects,programmesandportfolios forresourcing, financingandbenefitdelivery basedonanexample scenario. Withinthe example scenario, general assumptions includethatManagementTeams runthe Operational side of the businessineachbusinessareaandwill have:  a business/operatingplanandrelatedtermsof reference andalevel of autonomy withOperational Performance Targets,Customer Satisfaction/Revenue Targets  Corporate InitiativeObjectives,Local InitiativeObjectives  Resources/Finance toenable thatto happen – includingresourcingprioritisedPortfolioitemswhichare notsponsoredinthe Management Team’sbusinessarea  Performance measuresandobjectivesrelatedtotheiroperation  Challengestoaddresstosustain/improve performance  Accountabilityforbenefitsoutof projectstheySponsor withinlocal Portfolios (whichmaybe referredtoforthe organisationasSub-Portfolios) and forbenefits outof projectstheydonotSponsor(Corporate Projects,Projectsled bysiblingManagementTeams)
  3. 3. Page 3 In Corporate Portfolios, the PortfolioDirectionandProgressGroup might workwithseveral separate ManagementTeams –as illustratedinthe first line of the diagrambelow. However,fortheirownareaSub-Portfolios, ManagementTeams will carryout the rolesof PortfolioDirection Group and maycarry out or delegate ProgressGroupresponsibilities.(Please see the Portfolio guide formore information). In bothcases,it isassumedthatprojectand programmescollaborate with Team Leaderswithinthe ManagementTeamdepartmentfordaytoday resource allocationandbenefitdelivery (unlessthisiscentralisedcapability or carriedout by the ManagementTeamleader. ManagementTeams maysupportseveral portfoliotypes,fromdaytoday Businessas Usual (whichmayinclude project-like workdeliveredto supportprojects,orasset/ product developmentworkdirectlytointernal customers) tooperational improvementandlocal innovation,tocustomer facingportfolios - inadditiontothe corporate change portfolio. Whether or not a Project,these itemsclearlyconsume resources (staff,consumable materialsandallocationof equipment/plantandmachinery etc.) andhave a priorityforfinancesandshouldperhapsbe listedwithinanOperations Portfolio.The detailsof howthese itemsare managedare notinscope for thisguide,butthe resource usage,demandandallocationdatashould aggregate withthe Core Data Model so that an overall picture of all demandvssupplyvscommitmentscanbe seen. Resources Discussionof Resource ManagementandProjects Resource ManagementwithExcel andhalf adayper week AndResource Management- challengesforprojects
  4. 4. Page 4 Assumptions– Resourcing A keyaspectto ManagementTeamsandtheirrelationtoPortfoliosis Resource Management. Effective Resource Managementis essentialforgoodgovernance of achange portfolio,programmesandprojects.Atit’score isensuringthatthe appropriate capacityandcapabilityisavailableatthe righttime. It involves:  Assignmentsof people torolesare matchedtosignificance,urgencysensitivityandare motivatinganddevelopmental  Making sure there iscapability,capacityandfacility (space,equipmentetc.) via developmentoracquisition/disposal,copingwithholidays,absencesandsecondments etc  Prioritising- Decidingwhat’simportantanddeployingthe rightresources,ensuringwe get the greatestvalue  Monitoringchanges.Resource demandvssupplydoesnotstaystatic – it needs maintaining.Successionplanningandmanagement  Translatingbudgetsintopermanentheadcount /contractors/ consultants tomanage within Some resourcesmaybe dedicatedtoprojectsandprogrammes,sharedwithBAUactivities,procuredexternallyorhiredspecificallyforspecialistroles. Teamsmay be entirelyin-houseorinclude external suppliers,contractors,consultantsandpartners. Shorttermresourcesmaybe usedtobackfill people withinaBusinessUnitwhojoina projects/programme temporarily. In relationtoportfolios,projectsandprogrammes,ManagementTeamsmaysupport:
  5. 5. Page 5  Work planninginsome form- i.e.allocatingaperson(from,to, level of effort),taskingateametc.  Estimatingeffortandre estimatingtocomplete –whichmaybe professionalisedthroughmetrics  SupplierManagement - SuppliersmayprovideresourcesordeliverablesmanagedbyaManagementTeam  Resource Allocation - ProjectteamsandDeliveryteamleadscollaborate toagree resource allocations,and of course to manage withinthem  Future demandplanning Periodically,Managementteams:  Reflectonwhatresource hasbeenspentvswhat wasallocated,escalate usage issuesbeyondthem  Reviewnew/changed/future demand, Confirmresource allocationsinline withpriorities  Compile escalationswhere demandscannotbe metwithincapacity(resources/finance)  Deal withresourcingissues(quality,lessons,acquisition/development,disposal)  Implementdecisions receivedfromhigherlevelsof authority ManagementTeams will decide toorganise theirresourcesintofunctionalgroupingsorsetupmulti-disciplinaryteamstoexpedite theirbusinessplan. For example, thismaymeanthe formationof customerfacingteams,andservice teams–eachof which will have itsowntermsof reference and istherefore anotherAccountabilityNode (withinthe Operationsdomain). Inadditiontotraditionalprojectsandtypical BusinessasUsual service levels,organisations may alsodeliverinaprojectlike waybutthroughfocuseddeliveryteams,tostakeholdersviaproductorassetmanagers.The ManagementTeammaybe organisingformosteffectivedelivery,and/or the mosteffective customerservice.The ‘project’constructmaybe the wrongwayto deliverthe besteffect or accountability.Shouldthisworkbe recognisedinthe ProjectDomainorisit inBusinessasUsual? Where people are notdedicatedtoone thing,their reportinglinesmustbe clearacrossmatrix assignmentstowelldefinedauthoritieswithinresponsibility and accountability.Whereteamsare formedtodelivercustomerproduct/assetservice andprojectassignments,itisvital to the Core P3MData Objectives to have a commonresourcingmodel sothat product,service andprojectrequirementscanbe prioritised/accommodatedfor projectmanager,product manager,service managerandcustomersforthe ManagementTeamsresources. A diligentManagementTeamwill maintainaresource allocationmodel toshowwhere capacity(people!)isdeployedinaccordance withprioritysuchthat if higherprioritiesemerge forlimitedresources,sensible conversationsaboutimpactcanbe undertaken. Thisenables: 1. The BusinessAreatohave confidence itcanhit itsbusinesstargetswiththe manpowerithasallocated
  6. 6. Page 6 2. The Change sponsors to have confidence itcancommitto objectives/deliverables/benefitswithconfidence of itsresource allocation 3. Seniorleadersandmanagers tosee the deploymentof runthe businessvschange the businesscommitmentsandintervene inacontrolledway where necessary The nature andcomplexityof the Resource Allocation model willdependonthe controlsneeded.Forexample,forlongrange visibility –highlevel datamay be needed.ForMediumterm – a skill-basedanalysis.Immediate term –specific people. In additiontothis,tobe muchuse the model needsmaintaining –whichmeansall sourcesandtoolsusedtocollectthe data needaggregation(atleast periodically).Totrack actual use vs intendeduse,actual time spentneedstobe collectedorestimated.
  7. 7. Page 7 Time scale isalsoa concernfor managingresources butmaybe a matterof culture more than specificorganisation. For example,thereislittlepointinschedulingaspecificperson3months ahead,butit mightbe importantto estimate demandfortheirskill groupto be able to acquire or dispose of resourceswithalittle notice. Thiswill have implications forhowManagementTeams needresource requirement forecastsfromprojects,programmes, salesteamsandothersourcesof resource demand (e.g.BAUworkstreamowners - service managers,product / assetmanagersetc.). Some individualsmaydeveloptheirownrulesof thumb. Forexample: - 6-12 weeks horizonforspecificpeople to show holiday/ trainingknown work, maybe 52 weeks for rare andinflexibleresources, - 12-26 weeks for generic resources plannedat 17days Per CalendarMonth availability - onlythe mostsignificant40% of resources need to be tracked - any allocationsover60% are a danger sign For small organisationswithafewManagementTeamssupportingsome projects,thismaynot be an issue.However,whenthere are several ManagementTeamssupportingmanyprojects –it makessense tolookat a technologysolutiontobringcoherence tothe resource allocationoperation. However– if there are specificlocal needsfortools,itmaybe impractical touse one toolset. Term Comment PAST Status,spend,targetattainment,operational andchange performance NOW Committed.Inprogress.Resources/Finance Allocated. Cannotbe easilychanged NextPeriod To be committed. Mustbe demonstrablyachievable. Resources/Finance beingAllocated.Canbe changed NearTerm Likelyachievable withinthe horizon.Tobe committed. Resources/Finance approachbeingconfirmed.Canbe changed Mid Term Feasible toachieve withinthe horizon.Notcommitted. Resources/Finance approachbeingformulated uncertain.Flexible,alignedtofinance –may be a realistic operatingmodel tomeetobjectives Long term Achievabilitywithinthe horizonmaynotbe known.Not committed.Resources/ Finance uncertain/unknown. Flexible –maybe a tentative operatingmodel tomeet objectives –withstrategicsuccessesandexpansionplans builtin
  8. 8. Page 8 Resource AllocationProcess Assumptions The fundamental operational processtoallocate resourcesfromone teamto anotherisbasedon the followingassumptions: 1. Someone (withauthority/funding) hasademandforresources(people!). 2. Demandisexpressed inaplan’,ina formthat can be collatedwithothers 3. Once collated, demandcanbe aggregated 4. The “owner”of the resource can see demanditemsandcan allocate resource inaccordance withpriority.Allocationsare agreedinprincipleand reviewedoverall. 5. Allocations are confirmedorescalationshappen toresolve issues/ contention.(Itshouldalsobe notedthatthisprocessmaybe politicallychargedand may be subjecttoemotional aswell aslogical justificationsof resourcesdemand and value of returnspromised.) 6. Progresshappensand/ or prioritieschange.“Plans”are updated. 7. Goto 1 There are of course IT systems thatmay or may not be suitable fora givenscenario.The importantelementisthe aggregateddatatoenable visualisationof the situationanddecisionstobe made (whethermade byhumansor usingAItoolsinthe future).
  9. 9. Page 9 Agenda – Resourcing Review To maintainbalance acrossChange PortfoliosandOperational commitments,inourexamplethe ManagementTeamperiodicallycollatesoverall resource demands andcentrallyreviewsallocations and theiralignmenttocurrentandfuture priorities.A reviewof historical consumptionvs past allocationandplanneddeploymentvsfuture allocationare waystoconfirmpriorities have been and will be implemented.The example ResourcingReviewAgendaprovidedhere covers:  Reviewof Risks/Actions/Assumptions/Issues/Decisions/Dependencieslasttime,and escalationsfromPortfolioGroupsandotherstakeholdergroups  Reviewof spendvsallocation–discussionof issues/actions  Reviewof newresource requests –are there anykey/ newitemstobe prioritised?  Reviewof the portfoliosinpriorityorder  Supplydevelopment –acquisition,transfer,training/development, re-skill/conversion, disposal etc.PotentialforEfficiencysavingsandCostReductions? o SuccessionPlanningandSingle Pointsof Failure inthe Portfolio o Scarce Resource andbottlenecksinthe Portfolio o Supply-chainforResources(Contractrenewals,on-boardnewspecialistsupply- routes,etc)  Escalations– to sendback to PPGor OperationsGroupLeadership (please note –these shouldonlybe mattersthancannotbe resolvedduringthe Resource AllocationProcess.
  10. 10. Page 10 Agenda – BenefitsReview While itmaybe withinthe role of a Programme tomanage benefit enablementtowardsrealisation, ManagementTeamsare responsible for businessoperations,andare responsiblealsoforbusinesschange andbenefit realisationachievement. For ‘Change’initiativeswithintheirdomain,ManagementTeamscarryout the role of the PDG (andmay carry out the PPG role too – or delegate it) for theirBusinessUnit. There may alsobe projectsandprogrammesthat are sponsoredoutsidethe ManagementTeam’sbusinessunityetstill require supportforbenefit realisationandbenefitvaluerealisation. Forexample, the HRDirectorhas a programme to advance Innovation Management(underthe HR Portfolio) whichmay have a technologycomponentthe ITDirectorsupports with resources.The IT Directormayalso use the solutionandbe expectedtoshow benefitsfromitintheirdomain.Hence the ITDirectorisprovidingsupportfora Portfoliosponsoredoutside theirbusinessunit. Hence it isstronglyadvisedtoManagementTeams toinclude asectiononObjective ProgressandBenefits withinManagementTeamReviewstoenable themto account forbenefitsafterprojectdeliveries.The example providedherecovers abenefitreviewforthe ManagementTeam’sbusinessunitforall portfoliosthatitisserving:  Reviewof Risks/Actions/Assumptions/Issues/Decisions/Dependencieslasttime,andescalationsfromPortfolioandotherStakeholderGroups  Resource status(if the meetingsare BenefitReviewandResource Revieware separated)  A statusreviewonthe Portfolioitemswithinthe sponsorshipof the ManagementTeam  A reviewof overall efficiencyandeffectiveness –issues/lessonsarisingfromthe portfolios  Benefitprogress/forecast – are there escalatedissues,assurance concerns,decisionstobe made.Thiswouldaddressmatterslikestatusonre- engineeringof behaviours - disincentivisingoldbehavioursandincentivisenewonesandthe consequential reportingof incentiveflows –some ceasingandothers – some temporary – startingand rampingup.  Communicationssummary –whatescalationsneedtobe sharedwithPPG/Operationsgroup(if any) Naturally thisprocessisbestcarriedoutin harmonywithFinancial,Portfolio,ProgrammeandProjectcyclessothatdata isreliable.
  11. 11. Page 11 MI Implication The followingdefinitionsprovide the informationsourcesforthe ResourcingandBenefitsAgendasabove.Please note thisrepresentsthe supplierside of the resourcespicture andthe customerside of the benefitspicture thatmayalso appearinPortfolioProgressGroupagendas: Title Purpose Content Both Resourcing and BenefitReview RAID To enable trackingof Risks/Actions/ Assumptions/Issues/Decisions/ Dependencies aroundthe portfolioaround the ManagementTeam Compliance Report Exceptionsfromwithinthe portfoliowhere due processor standardhas not been followedtoa degree thatwarrants resolutionatthe ManagementTeamlevel Ad hocanalysis,e.g. Resource requirementsincorrect,resource allocationoutof date,benefitstatusoutof date There may be continual opportunitiesforprocessimprovement–to enhance use of or replace proceduresformaximumoverall results.Sometimespeoplebenefitfrom trainingandincentivisingordiscipliningandsometime bonussesforinitiativesto amendor replace acceptedprocedures. However,asdata iskeyto decisionmaking,shouldissuespersist, the datamatter shouldbe escalated. Resourcing Time Spendv Allocationv Planned Report To enable exceptionreportingtoidentify whenportfolioitemsare notconsuming theirallocatedresources(more orless) Tabularresource data. Spend(actual time – fromtimesheet/estimate sheets).Allocation.Level of effort perperiodperclass of resource allocated.PlannedLevel of effort needed.Variance calculationsandindicators
  12. 12. Page 12 Quality Indicatorof the percentage resource allocationspentondealingwith internal Qualityissues Whilethisis a matter for delivery management it can provideunderstandingof localisedoverspending.Mayneed to be supported withattendant issuereports. Delivery Efficiency Indicatorof the estimatingaccuracy, comparingestimatingtoactual performance. Whilethisis a matter for delivery managementit can provideunderstandingof localisedoverspending.Mayneed to be supported withattendant issuereports. Resource PlanReport Expressionof needfromCustomer, Corporate and OperationsPortfolioitems. Tabularresource data. Allocation.Level of effortperperiodperclassof resource allocated.PlannedLevel of effortneeded.Variancecalculationsandindicators Benefits Portfolio Review Statuson KeyStrategicObjectives(Progress, RAID).StrategyChanges(linktostrategic directionfromPDG).Environmentchanges. Ad hocanalysisViathe PortfolioRegister,e.g. Update from PDG, OperationsGroup,relevantnews/events,CommentaryonKey StrategicObjective status,Key relevantRAIDreviewitems Benefits Report PerPortfolioitem  Benefits  (Stakeholder) Satisfaction(Scores)  Confidence (Indicators)  Trendalerts Keyelements: BenefitProgress,Forecastandperformance –fromthe PortfolioBenefits realisationplans- Mainbenefits,scale of impact,profile,measurementmetrics. Please note:BenefitManagement ispartof programme management,hence not coveredindetail here. The BenefitsReviewprovidesManagementTeam checkpointtoenable ittobe Accountable above itsBusinessChange Managers withinthe businessforbenefits enabledby projectsthatmayor may not be led inside the ManagementTeam’sbusinessunit. Resources Thissectioncontainslinkstodetailedpresentation/backup material tothe narrative above
  13. 13. Page 13 ManagementTeams and Example MI are available uponrequest.

×