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Core P3M Data Model and Business Integrated (P3M) Governance – Project

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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 Programme, this document outlines the assumptions we make around how Projects operate in delivering outputs through projects - leading to changes and benefits realisation. We offer a business agenda for Project Boards, and present management information definitions that we believe will support their business agenda. We recognise that “projects is also a way to deliver “business as usual”.

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!AscRj7Bfp6vQgoh_FdtyvxqibhQtHQ?e=mC8LTe

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 – Project

  1. 1. Page 1 This work is licensed under a Creative CommonsAttribution-ShareAlike 4.0InternationalLicense.
  2. 2. Page 2 Project Board Assumptions Projectsare writtenaboutextensivelybythe APMandthe PMI andare the subjectof AxelosPublications“Prince2®”/“Prince2Agile®”andfeature centrally inthe Praxis Framework. There are otherframeworksinwhichthe projectentityfeaturesbutmay not be calleda project(e.g.itmaybe calleda Program).In some situations, accountabilitymaynotbe constructedaroundthe “Project”at all and may be Service,AssetorProductorientated,andsuchworkmaybe lookedafterby ManagementTeamsand “Release TrainEngineers”ratherthanProjectManagers. Thisguidance doesnotattemptto replicate these sourcesof knowledge, orimpose termssetson people butitdoesbuildonthose foundations offeringassumptions fromthemand givingspecificsuggestions forProjectBoardinformationtoenable the ProjectBoard to carry out itsresponsibilitiesandpotentialagendas,MIneeds and the data implications basedonanexample scenario. Agenda Dashboard – ProjectBoard The processof arrivingat actionsanddecisionsforthe Projectis referredtohere asan “Agenda”,as we believethatmuchof itneedsto be concludedata meeting(ora series) where decisionsare captured,andactionsallocated.The keyinformationthatthe ProjectBoardneedstointerrogate toprovide effectiveoversightissummarisedinthe AgendaDashboardbelow: From APMDirecting Change
  3. 3. Page 3 Progressand Status - Thissectionlooksbackwardsandpicksup overall Project progress/performance/issues,escalationsandexceptions,summaryof cost/resources. Enablers – thissectioncovers a re-statementorreviewof the overall Projectgoalsand imperativesstatedasobjectives/challenges(have there beenanychangesinunderlyingdrivers) and theirstatus,customerfeedback andHealth/Safetymetrics. Prediction– a lookforwardandpredictionof outputs andconfidence trendsinthe achievement of those.Thissectionof the dashboardandmeetingincludes areviewof forecasttimeline, overall costs, resource issues,reviewof risks, andresourcescommitment. MI Implication The followingtable offersanexample ProjectBoardorderof Business,givingusanimplicationforManagementInformation (MI) elements. Generic Description Input Output RAID Review StatusPjB Risks/Actions/Assumptions/Issues/Decisions/Depen dencies Risks,Actions,Issues,Decisions UpdatedRAID Data/Process Review Exceptionstoprocessanddata compliance withthe programme. Process/DataExceptionsList UpdatedRAID
  4. 4. Page 4 Generic Description Input Output Project Summary Storyso far. Statuson KeyObjectives(Progress, RAID).Changes.Environmentchanges. PID/BacklogOverview.Progresssummary(%/this manyout of thismany – usingMust ShouldCould Would(MSCoW),RAID UpdatedRAID Project Review Identify Risks/Actions/Assumptions/Issues/Decisions/Depen denciesneededaround:  KeyMilestonesanddependencies  ProductStatus  Issues,risks, assumptions, dependencies, changes  Finance/Spend/Resource  Quality/quantity  Benefits  (Stakeholder) Satisfaction(Scores)  Confidence (Indicators)  Trendalerts ProposedChanges,escalatedissues,risks ProjectDeliveryPlan –Exceptions. Statuson KeyMilestones(Progress,RAID,Forecast, Dependency,EV/Quantity) Productstatus – completed/todo Spend(budgetvsspendvsremaining) Resource (Allocationvspendvremaining) BenefitProgressandForecast SatisfactionStatus(governance,team, stakeholders,customers), Confidence Status. UpdatedRAID (includingrecovery planif necessary, Resource Shortfall/release) ProposedChangesto PgB and customers. Escalationsto ManagementTeams, PgB/PortfolioProgress Group (viaRAID) Continue/Terminate/Pa use Decision. Communications instructions. ProjectE&E Review EffectivenessandEfficiency.Mattersrecurring, lessons,reflective output. Innovationstoapply - What has the projectlearnedthatcan improve effectiveness/efficiency Matters arising,lessons/reflections,innovationsto apply Recommendationsfor the programme/portfolio intoRAID Project Outlook KeyPlace to lookforwards.What ison the horizon, new,whatisin flight,whathaschanged,whathas completed.Trendalerts.Deliverables,quantities and estimatesatcompletion(resource,cost,dates, benefits)–EAC Itemsproposedfor/indelivery(changed,added, speededup/sloweddown),Itemsproposed completed/stopped,Priorityimplementation recommendations Stages/work packages/sprintsto start/continue in delivery
  5. 5. Page 5 Generic Description Input Output Products/Stages completed(toclose) UpdatedRAID Project Communicatio ns Checkinthat the projectiscontent overall. Review communicationsforreleasetoPgB/PPGand stakeholders. Proposedcommunicationsforrelease Communicationsfor release UpdatedRAID RAID Closure ConfirmNew/Statuson Risks/Actions/Assumptions/Issues/Decisions/Depen dencies ConfirmNew/Statuson Risks/Actions/Assumptions/Issues/Decisions/Depen dencies UpdatedRAID Resources Thissectioncontainslinkstodetailedpresentation/backupmaterial tothe narrative above The detailsof the assumptionsandMI definitions andexamplesof reportsprovidedbynumerousconsultantsandvendorscanbe provideduponrequest. Example Scenario In the example scenario, Projectsmaybe governedbya“ProjectBoard”, the constitutionof whichwill be clearandunderstood,andatleasthave an Accountable personultimately“incharge”of thisAccountabilityNode (i.e.the “ProjectSponsor”). Where projectsare usedas a meansto deliverBusinessasUsual (BAU- e.g.customerprojects,products/assets) there maybe aslightlydifferentname, purpose forand compositionof aProjectBoardalignedtothe customeror customerstheydeliverto(e.g.a programme,acustomera portfolio,aproduct manager,a line manageretc).The exactcompositionof the ProjectBoardwill be determinedwithinthe Project, basedonanorganisation’sguidelines, whichare assumedtohave come froma bestpractice basis. Typically,projectshave alifecycle andhave differentcharacteristicsare theyproceedthroughtheirlifecycles,andtherefore have developinggovernance and data needs. Forexample:
  6. 6. Page 6 Phase Characteristic Start up Ensure Authority,Objectives,Scope,Constraints,QualityExpectationandcontrolsinplace. Design/AppointProjectManagementTeam,Agreethe ProjectApproach Agree the ProjectBrief,Initiation Stage Plan(PID,nextstage) Initiate SupportDevelopingaContract – Documentunderstanding,firmingupscope,quality,objectives,keyproductsandconstraints. Ensure Decisionmakingclear(e.g.Change management) Ensure Suitable BusinessCase –Reasons,Benefits,Risks,FinancialCase,Justification Ensure Planand Cost,Baseline,CommunicationsPlanning.Define howtoachieve ProductQuality - regime,expectations, acceptance Agree the PID,Commitnextstage resources ProjectBoard Take Ownership. Deliver Authorizationtostartand continue viastage boundary. - ProjectStatusand Exceptionmanagement - Re-evaluation,Adhocdirection,guidance,authorisationtoproceed Coordinationof the work-streams- focusonoutputs,continuedalignment tobusinesscase.Delivery/outcomefocusedstyle– didactic,taskfocused SponsorCommunications/Publicity/(LiaisewithProgramme) Close Ensure effectiveHandingover,stopping,releasing,ending,close out.Ensure lessonscaptured,followonactions captured. Deal withpeople issuesfromdeliveryacceptance. Alternatively(derivedfromAssurance andApprovalsforAgile Deliveryof Digital Services - https://www.gov.uk/service-manual/phases: Stage Characteristic Discovery A shortphase to start researchingthe needsof the service users,findoutwhatshouldbe measuredandexplore technological or policy-relatedconstraints.One of the maindifferencesisthe earlyfocusonidentifying high-level requirements,whichare referredtoas ‘UserNeeds’.
  7. 7. Page 7 Alpha A shortphase in whichsolutionsare prototypedtomeetidentifieduserneeds. Testingwithasmall groupof usersor stakeholdersandgettingearlyfeedbackfeedsintothe designof the service. Developingaprototype providesearlyfeedback, whichhelpscheckunderstandingof userneedsandtestinitialthinkingaboutsolutiondesign.Oncompletingthe Discovery and Alphaphases,the teamwill have agoodideaof the services,userneedsandsolutionarchitectureanda planfor‘Beta intoLive’. Beta The Beta phase islongerandfocussedondevelopingagainstthe demandsof alive environmentandunderstandinghowto buildandscale while meetinguserneeds.Thisphase alsoinvolves releasingaversiontotestinpublic.Initially,thismaybe in the form of a ‘Private Beta’,where the projectcontrolswhocanuse the service byinvitationonlybefore movingtoa‘Public Beta’,whichisopento all users.Inresource terms,elapsedtime inthe Betaphase isthe largestpartof the life of aservice before itgoesintofull live operation. Close The work doesn’tstoponce the service islive. The teamwill iterativelyimprove the service,reactingtonewneedsand demands,whilstmeetingandexceedingtargetssetduringthe development. Retirement Eventhe bestserviceseventuallyreachretirementandthisstage shouldbe treatedwiththe same level of care aswas investedinthe buildingandmaintainingof the service andtransition fromprevioussystems. Overtime,there are therefore varyingManagement Informationneedstocoordinate. Forexample:
  8. 8. Page 8 In more Agile delivery domains,the frameworkcan accommodate the Program/Teaminthe ProjectBoard concepts. Traditionally,informationisfoundinITsystems(“Data”),in words/spreadsheets/presentations(“Documents”) andin DocuData (“Data” processedata momentintime into “Documents”) Informationmanagementandreportingcanbe parochial and a challenge tooperate/assure qualityover.Hence, projectscan be difficulttoaggregate intopresentation formsshareable withportfolios,finance andwider stakeholdergroups.The answermaybe to implementa projectmanagementsolutionforthe projectwhichsupports the entiretyof the projectoperation - butthismay notbe integratedwithwiderbusinesssystems.Itmaybe appropriate toadoptcore organisationwiderITsolutions,butthese maynotsupportthe programme effectively(orcreate anoverhead).

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