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Core P3M Data Model and Business Integrated (P3M) Governance - Programme

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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.

On from Portfolio, this document outlines the assumptions we make around how Programmes operate in delivering Objectives for change through projects, changes and benefits realisation. We offer a business agenda for Programme Boards, and present management information definitions that we believe will support their business agenda.

From this, we have derived a data model that would support 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!AscRj7Bfp6vQgoh9Xy-LBl_5DQKZZA?e=jqf9ai

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

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Core P3M Data Model and Business Integrated (P3M) Governance - Programme

  1. 1. Page 1 This work is licensed under a Creative CommonsAttribution-ShareAlike 4.0InternationalLicense.
  2. 2. Page 2 Programme Board Assumptions Programmesare writtenaboutextensivelybythe APMandthe PMI, are the subjectof an AxelosPublication“ManagingSuccessful Programmes®”andfeature centrally inthe Praxis Framework.Thisguidance doesnotattempttoreplicate these sourcesof knowledge. Insteaditbuildsontheirfoundations, offeringassumptions aroundthem, givingspecific suggestions forProgramme BoardBusiness, supportingMIneedsandhence data implications (withwhichtoextendthe Core P3MData Model) basedonan example scenario. From APMDirecting Change
  3. 3. Page 3 Agenda Dashboard – Programme Board The followingsectionsofferaBusinessAgendaforProgramme ManagementGovernance andofferManagementInformation (MI) Definitionstosupport thiswith.These sectionsare nota “Template”,buttheyprovide discussiontoolstoenable an organisationtocreate theirown. The processof arrivingat actionsanddecisionsforthe Programme isreferredtohere as an ‘Agenda’,aswe believe thatmuchof it needstobe concludedata meeting(ora series) where decisionsare captured,andactionsallocated.The keyinformationthat the Programme Board needstointerrogate toprovide effective oversightis summarisedinthe AgendaDashboardbelow: Progressand Status - Thissectionlooks “backwards”andfocusesonhistorical trend, lastperiod benefitsanddelivery performance/issues.Overall accomplishment, escalationsandexceptions,reviewof cost/resource performance,reviewof any proposalsforadditional scope for potential inclusioninthe programme,andreviewof assurance escalations. Prediction– a look“forwards”andpredictionof outcomes andconfidence trendinthe achievementof those outcomes –the Programme Boardfocusesheavilyonoutcomes (buttakesinputfromthe Projectson forecastoutputs). Thissectionof the dashboard and meetingincludesreviewsof forecaststrategicoutcomes,overall costs, resource relatedissues,reviewof risksand confirmpriorities/balance of finance/resources commitment.Decisionswouldthenbe taken tocommence,slow down/speed up/change/stopexistingprojects,andreviewresources/fundingposition. Enablers – thissectioncoversthe lessblackandwhite material includingreviewof Objectives(havethere beenanychangesinunderlyingdrivers),key people performance review(e.g. ProjectManagereffectiveness),EfficiencyandEffectivenesstrendreview,lessonslearnedrealisation,culture andethics implicationsreview,satisfactionreviews(staff,customers).
  4. 4. Page 4 MI Implication The followingtable offersanexample ProgrammeBoardorderof Business,givingusanimplicationforManagementInformationelements. Item Description Input Output RAID Review OpeningStatusProgramme BoardRisk,Action,Issuesand Decisions Risks,Actions,Issues, Decisions UpdatedRAID Data/Process Review Exceptionstoprocessanddata compliance withthe programme.PgMBusinessChange Managementand BenefitRealisationManagementperformance Process/DataExceptionsList. Update on any assurance/internal audit activity. UpdatedRAID Programme Review Statuson KeyStrategicObjectives(Progress,RAID). ProgresssummaryonBenefitsandProgramme Objectives to date.StrategyChanges(linktostrategicdirectionfrom PDG).Environment/roleschanges. Programme Roadmap, Programme Strategy. Business Case, ProgressReportonKey StrategicObjectives,RAID UpdatedRAID ProjectsReview (escalateditems) Identify Risks/Actions/Assumptions/Issues/Decisions/Dependencies aroundhistoryand forecast:  KeyDeliveryMilestonesanddependencies –pastand future  Risks/Impacts/Assumptions/Changesreview  Finance/Spend/Resources  QualityandDesignAssurance  Benefitsforecast  (Stakeholder) Satisfaction(Scores) Programme Roadmap ProposedChangesfrom PDG/PPG/Pg/Pj.Programme Planand ProjectDelivery Plans- Exceptions:  Statuson KeyMilestones (Progress,RAID,Forecast, Dependency, EV(?)/Quantity)  Quality UpdatedRAID (including recoveryplanif necessary, Resource Shortfall/release) ProposedChangesto PDG and PjBs.Escalationsto ManagementTeams,Portfolio ProgressGroup(viaRAID)
  5. 5. Page 5 Item Description Input Output  Confidence (Indicators)  Trendalerts  Spend(budgetvspendvs remainingvsEV + other indicators)  Resource (Allocationv spendvremaining)  BenefitProgressand Forecast  SatisfactionStatus (governance,team, stakeholders,customers), Confidence Status. Continue/Terminate/Pause Decision.Communications instructions.UpdatedRAID Business Change/Adoption Progress Statuson businesschange acrossthe programme around historyandforecast  Risks/Impactsreview(e.g.onBAU)  Finance/Spend/Resources(incl.BAUtime needed)  Quality,BusinessReadiness,andService Management reviews  Benefitsforecast  (Stakeholder) Satisfaction(Scores)  Confidence (Indicators)  Trendalerts Programme Roadmap ProposedChangesfrom PDG/PPG/Pg/Pj.Business Change Plan– Exceptions affectingBusinessChange/ Adoption: Statuson KeyMilestones (Progress,RAID,Forecast, Dependency,EV(?)/Quantity) Quality Spend(budgetvspendvs remaining) Resource (Allocationvspendv remaining) BenefitProgressandForecast UpdatedRAID (including recoveryplanif necessary, Resource Shortfall/release) ProposedChangesto PDG and PjBs.Escalationsto ManagementTeams,Portfolio ProgressGroup(viaRAID) Continue/Terminate/Pause Decision.Communications instructions.UpdatedRAID
  6. 6. Page 6 Item Description Input Output SatisfactionStatus (governance,team, stakeholders,customers), Confidence Status. Benefitsand Outcomes  Statuson benefitrealisationandobjectivesacrossthe programme around historyandforecast  KeyObjectivesanddependencies  Finance/Spend/Resource  Quality  Benefitsactuals  (Stakeholder) Satisfaction(Scores)  Confidence (Indicators)  Trendalerts Programme Roadmap, ProposedChangesfrom PDG/PPG/Pg/Pj.Benefit RealisationPlan - Exceptions: Statuson KeyObjectives (Progress,RAID,Forecast, Dependency,EV(?)/Quantity) Quality Spend(budgetvspendvs remaining) Resource (Allocationvspendv remaining) BenefitActualsandForecast SatisfactionStatus (governance,team, stakeholders,customers), Confidence Status. UpdatedRAID (including recoveryplanif necessary, Resource Shortfall/release) ProposedChangestoPDG and PjBs.Escalationsto ManagementTeams,Portfolio ProgressGroup(viaRAID) Continue/Terminate/Pause Decision. Communications instructions.UpdatedRAID Programme E&E Review EffectivenessandEfficiency.Mattersrecurring,lessons, innovationstoapply - What hasthe programme learned that can improve effectiveness/efficiency Recommendationsfrom internal audit/assurance. Matters arising, lessons/reflections, innovationstoapply Recommendationsforthe portfoliointoRAID,lessons learnedtobestpractice ownersforconsideration
  7. 7. Page 7 Item Description Input Output Programme Strategy Roadmap KeyPlace to lookforwards.Whatison the horizon,new, whatis inflight,whathaschanged,whathas completed, whatbalancingrecommendationsare there?Trendalerts. Forecastobjectives,benefits,outcomes/quantitiesand estimatesatcompletion(resource,cost,dates,benefits) – “EAC”, benefitsandstrategicoutcomes. Programme Roadmap, Itemsproposedfor/indelivery (changed,added,speeded up/sloweddown),Items proposedcompleted/stopped, Priorityimplementation recommendations Projectstostart/continue in delivery,projectshandedinto transition/benefitrealisation. Projectscompleted(toclose) UpdatedRAID Programme Communications Checkinthat the programme iscontentoverall. Reviewcommunicationsforrelease toPDGand stakeholders. Proposedcommunicationsfor release Communicationsforrelease UpdatedRAID Resources Thissectioncontainslinkstodetailedpresentation/backupmaterial tothe narrative above The detailsof the assumptionsandMI definitions andExamplesof reportsprovidedbynumerousconsultantsandvendors are availableonrequest. Example Scenario In the example scenario,Programmesare governedbya“Programme Board”,the constitutionof whichwillbe clearandunderstood,andatleasthave an Accountable personultimately“incharge”of thisAccountability Node. There isgreat overlapbetweenprojectandprogramme processes,andPraxisdescribesthe componentswhichcanbe appliedtoboth/either.“The key distinguishingfactorbetweenaproject,a programme anda portfolioisthe complexityof the scope.Workthatcombinesmultiple projectswithchange managementtodeliverbenefits(i.e.highercomplexityof scope) isconsideredtobe a programme.” – Praxis.
  8. 8. Page 8 The exact compositionof the Programme Boardwill be determinedwithinthe Programme,basedonanorganisation’sguidelines,whichare assumedto have come from a bestpractice basis. TransformationProgrammesare characterisedbyalifecycle whichtypicallyidentifiesthe problem/opportunity,developsavisionforfuture state with problemsresolvedand opportunitiesexploited,supportsadevelopingbusinesscase,developsaroadmapwithwhichitcan achieve objectives, anddelivers projectsto enable businesschangesthatcan be managedto benefitsandattainmentof objectives. The term Programme mayalsobe usedtodescribe collectionsof interdependentorrelatedprojects,productsorworkpackagesthathave no business transformationelementtothem,andare forconvenience inthismaterialclassifiedthereforeasa formof BusinessasUsual (BAUwhere the BAU isserved by usingprogramme methodstobe effective –forexample CustomerProgrammes,ProductDevelopmentProgrammes).IndomainsusingScaledAgile Frameworks,programmesmapto“Large Solution,withthe “EconomicFramework”relatingtoaProgramme BusinessCase. TransformationProgrammeshave differentcharacteristicsastheyproceedthroughtheirlifecycles,andthereforehave developinggovernance anddata needs. Forexample: Stage Characteristic Data Scope Identify Forming.Coalitions developing,problem/opportunitymaterialising, researchintensive,creative,outline case evolving.Alignmenttostrategy DocumentBased.Little toplan/resource/cost. Define Workingout how – vision,blueprint,strategydeveloped –designthrough an egalitarianprocess.Also - Operation,governance,boundingof the un- known.Overall Initial roadmap,firstprojectsdefinedandauthorisedfor delivery,successcriteria/operational acceptance DocumentHeavy.More to plan/resource/cost. Structures,targets,firststepdetail.Treatedlike a project. Deliver Authorisationtostartand continue.Coordinationof the projects,focuson outputsand theirrelationtooutcomes,continuedalignmenttostrategy. Delivery/outcome focusedstyle –didactic,taskfocused Controlsacrossprojectsassumed.Dataneededon milestonestatus,dependency,risk/issue,funding, resourcing,stakeholdersandrelatedcapability,benefits, objectives.
  9. 9. Page 9 Transition Authorisationtostartand continue.Coordinationof the projects with customerareas,focuson attainmentof outcomes,feedback,continued alignmenttostrategy.Change/adoption/sustainment/operational acceptance. Controlsacrossprojectsassumed.Dataneededon milestonestatus,dependency,risk/issue,funding, resourcing,stakeholdersandrelatedcapability,lessons, benefits,objectives. Realise Measurementof progressonbenefitattainment,learning.Enhancement projectsestablished/delivered Little toplan/resource/cost,Performance measurement/lessons Close Handingoverprogramme (projectsshouldhave handedover),stopping, releasing,ending,tidying.Analyse results,dealwithpeople issuesfrom change acceptance.Lessonslearned Little toplan/resource/cost,Performance measurement/lessons,Documentsummarisation Overtime,there are therefore varyingManagement Informationneedstocoordinate. Forexample: In more Agile deliverydomains,the frameworkcanaccommodate the Large Solutioninthe Programme Boardconcepts.
  10. 10. Page 10 Traditionally,informationisfoundinITsystems (“Data”),in words/spreadsheets/presentations (“Documents”) andinDocuData (“Data” processedata momentintime into“Documents”) Informationmanagementandreportingcanbe parochial anda challenge tooperate/assure quality over.Hence,programmescanbe difficulttoaggregate intopresentationformsshareable withportfolios, finance andwiderstakeholdergroups.The answermay be to implementaprogramme managementsolution for the programme whichsupportsthe entiretyof the programme operation - butthismay not be integrated withwiderbusinesssystems.Itmaybe appropriate to adoptcore organisationwiderITsolutions,butthese may notsupportthe programme effectively(orcreate mayanoverhead). The answeris to supportan organisationtoidentifythe core Governance OperationaroundProgrammes,derivecore dataneedsforgovernance,and collate thatinformationfromrespective solutions/programmesintoaCore Data Model.Thiswill meanthatprogrammescanbe parochial inthe areas that it makessense butatthe same time cognisantof the enterprise.

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