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.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Project failure tends to be embedded in a project from the start. There is a spectrum of failures from complete collapse to a range of lesser failures associated with behind schedule and over budget. The reasons are all too well known. Yet the lessons from project failures are not being learned and the behaviours that give rise to failures continue to persist. Project failures will continue to occur until the reasons and behaviours are explicitly understood, acknowledged and addressed.
The reasons for project failure across project phases include:
Requirements
• Poor initial requirement definition
• Poor requirements validation
• Poor management of requirements
• Requirements not linked to business benefits
Solution Design
• Solution design not validated
• Solution design not linked to business needs
• Solution design too complex
• Solution design does not capture necessary complexity
• Solution design based on unproven technology
• Solution not implementable
• Underlying business processes not defined adequately
Estimation
• Errors due to limitations in estimating procedures
• Failure to understand and account for technical risks
• Deliberate underestimation/misrepresentation of costs
• Poor inflation estimates
• Top down pressure to reduce estimates
• Lack of valid independent cost estimates
Project Management
• Lack of program management expertise
• Mismanagement/human error
• Over optimism
• Schedule concurrency
• Program stretch outs to keep production lines open
• Lack of communication
• Poor management of change and scope creep
Development and Implementation
• Lack of competition when selecting suppliers, poor supplier selection process
• Poor supplier engagement
• Poor contract design
• Inconsistent contract management/administration procedures, too much or too little oversight
• Waste
• Excess profits by supplier, supplier overstaffed
• Supplier indirect costs unreasonable
• Inadequate resource allocation and prioritisation
• Organisation cannot handle change
Finance and Budgeting
• Business case incomplete
• Funding instabilities caused by trying to fund too many projects
• Funding instabilities caused by management decisions
• Inefficient production rates due to stretching out programmes
• Failure to fund for contingency
• Failure to fund projects at realistic cost
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...Alan McSweeney
These topics may appear to be separate but are closely related to the need for an effective solution design process, approach and function.
Nearly 50 years ago, Dr Melvin Conway wrote a short and insightful article titled How Do Committees Invent? where he made a number of observations on the system and solution design process including “… organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” which has become known as Conway’s Law. He identified organisation problems that lead to poor solution design.
Conway’s Law is a warning rather than a prediction. It provides an insight into the solution design problems that can occur if the solution design structures, processes and function are not optimised. What he describes does not have to happen but all too frequently does.
Cognitive Diversity has become a fashionable concept that is talked about more than implemented. It has been written about extensively by Dr Scott Page. The core concept is that “… a random group of intelligent problem solvers will outperform a group of the best problem solvers”.
The value of cognitive diversity to organisations is greatest in the thinking areas such as the solution design function. Managing diverse teams can be difficult and achieving cognitive diversity can be painful and challenging. Cognitive diversity of less value in pure operational and transactions areas where there is a reduced need for problem-solving.
Cognitive diversity protects the organisation against factors such as Cognitive Bias, Strategic Misrepresentation, Planning Fallacy, Optimism Bias, Focalism and Groupthink and their consequences.
Cognitive diversity protects against the effects of Conway’s Law.
Many organisations are attempting to transform themselves in response to external changes and drivers. Organisation transformation is frequently concerned with a migration from product-orientation to services-orientation characterised by responsiveness, customer centricity, self-service and flexibility. Information technology underpins successful and effective organisation transformation.
This is especially true of initiatives such as digital transformation. Digital transformation involves designing and implementing solutions across a wide range of application and system areas.
Being good at solution design means that solutions are defined, designed and delivered in a reliable, stable and innovative way to ensure that cost, time, required functionality and quality are constantly optimised to meet the needs of the business.
Good solution design mean:
• Being aware of all the options and selecting the most appropriate one subject to all constraints
• Avoiding all the conscious and unconscious biases that lead to bad solutions
Put simply, a cognitively diverse team designs better solutions.
Integrated Project and Solution Delivery And Business Engagement ModelAlan McSweeney
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions.
Therefore it is important to have an integrated project delivery approach that crosses these core dimensions.
This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery:
• Business
• Business Analysis
• Solution Architecture
• Implementation and Delivery
• Test and Quality
• Organisation Readiness
• Service Management
• Infrastructure
It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
Stopping Analysis Paralysis And Decision Avoidance In Business Analysis And S...Alan McSweeney
Analysis paralysis and decision avoidance occur all too frequently and commonly in the business and solution analysis and design process. It wastes time and money. Analysis paralysis occurs when you cannot escape the analysis stage – you are always looking for more information and for perfection. Decision avoidance and evasion occurs when there is a decision making request/response loop as there are seemingly endless requests for more information – there are always requests for more details, additional options and more clarifications.
There are two possible loops:
1. Analysis Loop – where analysis never finished. Analysis and design do not want to let go – always looking for perfection and want to retain ownership.
2. Decision/Analysis Loop – where decision making is deferred because of requests for more analysis. Fear of decision-making is masked by endless requests for more information and options.
You cannot avoid analysis but do not perform analysis is isolation without a business and solution context
The Conceptual Solution Architecture framework focusses on the core functional and system components of the solution. This enables effective decision-making on the available options implementation time-frames, implementation approaches and likely budget requirements.
Effective analysis and solution design minimise the Solution Space while maximising the size of Requirements Space encompassed within it.
You need to measure the progress of analysis and design and decision making to identify when progress is stalling.
The IT function needs to be a lens concentrating solution need onto solution options. It needs to successfully mediate between the business as the originator of a solution need and the solution provider, either internal or external or both. The IT function needs to be good at moving from analysis and option identification to an implementation decision quickly and effectively.
You need a systematic, structured and measurable approach to decision making. Decision making that follows a systematic approach is be more productive and results in better decisions.
After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
Beyond Automation: Extracting Actionable Intelligence from Clinical TrialsMontrium
To meet the challenge we must break down organizational and procedural silos by:
- Leveraging new technologies and work methods
- Map out, re-engineer, automate and integrate processes
- Leverage and establish procedural and data standards
- Integrate computerized systems and data sources
- Identify clear and measurable metrics and KPIs
- Align and integrate the quality system with automated processes
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Many organizations use projects as a method for achieving strategic goals.
Due to the project-based nature of most IT departments, IT is often tasked with managing, executing, or delivering many projects or project components for both IT and the business.
Managing many projects simultaneously in a coordinated manner is beyond the capability of many organizations.
This results in a poor understanding of project performance and decisions being made based on inadequate information. Projects are more likely to fail and be inefficient in their execution, leading to a destruction of business value.
Critical Insight
A Project Management Office (PMO) is the conductor of your project orchestra. Without a PMO, projects execute independently in an uncoordinated manner. A PMO brings them together into a single holistic view and maximizes project synergy.
A world-class PMO uses finely honed capabilities to maximize project portfolio execution. A PMO can maximize the benefits of nine PMO capabilities and focus on the capabilities most important to you.
Impact and Result
A method to coordinate project activities so that all functions and tasks operate in concert is required.
The leadership role best suited for the coordinated execution of projects is the PMO.
Implementing a PMO can help to ensure that resources are being used effectively, projects are completed successfully, standardized processes are being followed, and accurate information is being used for decision making.
A versatile information technology management professional with experience delivering quality business and technology solutions in a variety of industries and environments. Performed in many roles including Project Management Consultant, Information Systems Director, Service Delivery Manager, and Enterprise Application Architect. Experienced in driving the implementation of Internet, client/server, mainframe, network / infrastructure and multi-platform technologies. Expertise in a wide a variety of methodologies ranging from Waterfall to Agile Scrum.
It's time to say 'bye' to KPIs - An introduction to DBPMCamryn Brown
The business environment is increasingly volatile, uncertain, complex and ambiguous (VUCA). Decision-making is an ever more difficult task - it must be effective and fast! As such, decision-makers now need more than an "indication" of what factors are key to understanding and managing performance. They need information that is accurate, complete, timely *and* that is ready-to-use without leaps of interpretation or inference.
The good news is that EY has a market-leading method to design and deliver the context and connectedness that transform indicators into truly useful decision-making insights. Our Driver-based Performance Management (DBPM) method identifies the internal and external factors that have a quantifiable impact on performance against strategy and quantifies those impacts.
This results in a structured model of business performance, which is more useful in much the same way that a completed jigsaw puzzle is more easily interpreted than a jumble of jigsaw pieces. Used consistently across backwards- and forwards-looking performance processes, debate can focus on the decision rather the data and what it might mean.
Review existing data management maturity models to identify core set of characteristics of an effective data maturity model:
DMBOK (Data Management Book of Knowledge) from DAMA (Data Management Association)
MIKE2.0 (Method for an Integrated Knowledge Environment) Information Maturity Model (IMM)
IBM Data Governance Council Maturity Model
Enterprise Data Management Council Data Management Maturity Model
Advancing Engineering with AI through the Next Generation of Strategic Projec...OnePlan Solutions
In the engineering sector, mastering the intricacies of project management demands innovative solutions. This webinar explores the integration of AI into project planning for engineering, tackling both immediate challenges in planning and execution while also setting the stage for unprecedented efficiency and quality. With a spotlight on practical applications, we’ll explore strategies for harnessing AI to optimize resource distribution, ensure precise time management, and elevate project quality. Discover how adopting a technology-forward approach, exemplified by platforms like OnePlan, can transform project outcomes, enhance team collaboration, and boost overall profitability without sacrificing the high standards engineering projects require.
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Project failure tends to be embedded in a project from the start. There is a spectrum of failures from complete collapse to a range of lesser failures associated with behind schedule and over budget. The reasons are all too well known. Yet the lessons from project failures are not being learned and the behaviours that give rise to failures continue to persist. Project failures will continue to occur until the reasons and behaviours are explicitly understood, acknowledged and addressed.
The reasons for project failure across project phases include:
Requirements
• Poor initial requirement definition
• Poor requirements validation
• Poor management of requirements
• Requirements not linked to business benefits
Solution Design
• Solution design not validated
• Solution design not linked to business needs
• Solution design too complex
• Solution design does not capture necessary complexity
• Solution design based on unproven technology
• Solution not implementable
• Underlying business processes not defined adequately
Estimation
• Errors due to limitations in estimating procedures
• Failure to understand and account for technical risks
• Deliberate underestimation/misrepresentation of costs
• Poor inflation estimates
• Top down pressure to reduce estimates
• Lack of valid independent cost estimates
Project Management
• Lack of program management expertise
• Mismanagement/human error
• Over optimism
• Schedule concurrency
• Program stretch outs to keep production lines open
• Lack of communication
• Poor management of change and scope creep
Development and Implementation
• Lack of competition when selecting suppliers, poor supplier selection process
• Poor supplier engagement
• Poor contract design
• Inconsistent contract management/administration procedures, too much or too little oversight
• Waste
• Excess profits by supplier, supplier overstaffed
• Supplier indirect costs unreasonable
• Inadequate resource allocation and prioritisation
• Organisation cannot handle change
Finance and Budgeting
• Business case incomplete
• Funding instabilities caused by trying to fund too many projects
• Funding instabilities caused by management decisions
• Inefficient production rates due to stretching out programmes
• Failure to fund for contingency
• Failure to fund projects at realistic cost
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...Alan McSweeney
These topics may appear to be separate but are closely related to the need for an effective solution design process, approach and function.
Nearly 50 years ago, Dr Melvin Conway wrote a short and insightful article titled How Do Committees Invent? where he made a number of observations on the system and solution design process including “… organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” which has become known as Conway’s Law. He identified organisation problems that lead to poor solution design.
Conway’s Law is a warning rather than a prediction. It provides an insight into the solution design problems that can occur if the solution design structures, processes and function are not optimised. What he describes does not have to happen but all too frequently does.
Cognitive Diversity has become a fashionable concept that is talked about more than implemented. It has been written about extensively by Dr Scott Page. The core concept is that “… a random group of intelligent problem solvers will outperform a group of the best problem solvers”.
The value of cognitive diversity to organisations is greatest in the thinking areas such as the solution design function. Managing diverse teams can be difficult and achieving cognitive diversity can be painful and challenging. Cognitive diversity of less value in pure operational and transactions areas where there is a reduced need for problem-solving.
Cognitive diversity protects the organisation against factors such as Cognitive Bias, Strategic Misrepresentation, Planning Fallacy, Optimism Bias, Focalism and Groupthink and their consequences.
Cognitive diversity protects against the effects of Conway’s Law.
Many organisations are attempting to transform themselves in response to external changes and drivers. Organisation transformation is frequently concerned with a migration from product-orientation to services-orientation characterised by responsiveness, customer centricity, self-service and flexibility. Information technology underpins successful and effective organisation transformation.
This is especially true of initiatives such as digital transformation. Digital transformation involves designing and implementing solutions across a wide range of application and system areas.
Being good at solution design means that solutions are defined, designed and delivered in a reliable, stable and innovative way to ensure that cost, time, required functionality and quality are constantly optimised to meet the needs of the business.
Good solution design mean:
• Being aware of all the options and selecting the most appropriate one subject to all constraints
• Avoiding all the conscious and unconscious biases that lead to bad solutions
Put simply, a cognitively diverse team designs better solutions.
Integrated Project and Solution Delivery And Business Engagement ModelAlan McSweeney
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions.
Therefore it is important to have an integrated project delivery approach that crosses these core dimensions.
This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery:
• Business
• Business Analysis
• Solution Architecture
• Implementation and Delivery
• Test and Quality
• Organisation Readiness
• Service Management
• Infrastructure
It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
Stopping Analysis Paralysis And Decision Avoidance In Business Analysis And S...Alan McSweeney
Analysis paralysis and decision avoidance occur all too frequently and commonly in the business and solution analysis and design process. It wastes time and money. Analysis paralysis occurs when you cannot escape the analysis stage – you are always looking for more information and for perfection. Decision avoidance and evasion occurs when there is a decision making request/response loop as there are seemingly endless requests for more information – there are always requests for more details, additional options and more clarifications.
There are two possible loops:
1. Analysis Loop – where analysis never finished. Analysis and design do not want to let go – always looking for perfection and want to retain ownership.
2. Decision/Analysis Loop – where decision making is deferred because of requests for more analysis. Fear of decision-making is masked by endless requests for more information and options.
You cannot avoid analysis but do not perform analysis is isolation without a business and solution context
The Conceptual Solution Architecture framework focusses on the core functional and system components of the solution. This enables effective decision-making on the available options implementation time-frames, implementation approaches and likely budget requirements.
Effective analysis and solution design minimise the Solution Space while maximising the size of Requirements Space encompassed within it.
You need to measure the progress of analysis and design and decision making to identify when progress is stalling.
The IT function needs to be a lens concentrating solution need onto solution options. It needs to successfully mediate between the business as the originator of a solution need and the solution provider, either internal or external or both. The IT function needs to be good at moving from analysis and option identification to an implementation decision quickly and effectively.
You need a systematic, structured and measurable approach to decision making. Decision making that follows a systematic approach is be more productive and results in better decisions.
After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
Beyond Automation: Extracting Actionable Intelligence from Clinical TrialsMontrium
To meet the challenge we must break down organizational and procedural silos by:
- Leveraging new technologies and work methods
- Map out, re-engineer, automate and integrate processes
- Leverage and establish procedural and data standards
- Integrate computerized systems and data sources
- Identify clear and measurable metrics and KPIs
- Align and integrate the quality system with automated processes
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Many organizations use projects as a method for achieving strategic goals.
Due to the project-based nature of most IT departments, IT is often tasked with managing, executing, or delivering many projects or project components for both IT and the business.
Managing many projects simultaneously in a coordinated manner is beyond the capability of many organizations.
This results in a poor understanding of project performance and decisions being made based on inadequate information. Projects are more likely to fail and be inefficient in their execution, leading to a destruction of business value.
Critical Insight
A Project Management Office (PMO) is the conductor of your project orchestra. Without a PMO, projects execute independently in an uncoordinated manner. A PMO brings them together into a single holistic view and maximizes project synergy.
A world-class PMO uses finely honed capabilities to maximize project portfolio execution. A PMO can maximize the benefits of nine PMO capabilities and focus on the capabilities most important to you.
Impact and Result
A method to coordinate project activities so that all functions and tasks operate in concert is required.
The leadership role best suited for the coordinated execution of projects is the PMO.
Implementing a PMO can help to ensure that resources are being used effectively, projects are completed successfully, standardized processes are being followed, and accurate information is being used for decision making.
A versatile information technology management professional with experience delivering quality business and technology solutions in a variety of industries and environments. Performed in many roles including Project Management Consultant, Information Systems Director, Service Delivery Manager, and Enterprise Application Architect. Experienced in driving the implementation of Internet, client/server, mainframe, network / infrastructure and multi-platform technologies. Expertise in a wide a variety of methodologies ranging from Waterfall to Agile Scrum.
It's time to say 'bye' to KPIs - An introduction to DBPMCamryn Brown
The business environment is increasingly volatile, uncertain, complex and ambiguous (VUCA). Decision-making is an ever more difficult task - it must be effective and fast! As such, decision-makers now need more than an "indication" of what factors are key to understanding and managing performance. They need information that is accurate, complete, timely *and* that is ready-to-use without leaps of interpretation or inference.
The good news is that EY has a market-leading method to design and deliver the context and connectedness that transform indicators into truly useful decision-making insights. Our Driver-based Performance Management (DBPM) method identifies the internal and external factors that have a quantifiable impact on performance against strategy and quantifies those impacts.
This results in a structured model of business performance, which is more useful in much the same way that a completed jigsaw puzzle is more easily interpreted than a jumble of jigsaw pieces. Used consistently across backwards- and forwards-looking performance processes, debate can focus on the decision rather the data and what it might mean.
Review existing data management maturity models to identify core set of characteristics of an effective data maturity model:
DMBOK (Data Management Book of Knowledge) from DAMA (Data Management Association)
MIKE2.0 (Method for an Integrated Knowledge Environment) Information Maturity Model (IMM)
IBM Data Governance Council Maturity Model
Enterprise Data Management Council Data Management Maturity Model
Advancing Engineering with AI through the Next Generation of Strategic Projec...OnePlan Solutions
In the engineering sector, mastering the intricacies of project management demands innovative solutions. This webinar explores the integration of AI into project planning for engineering, tackling both immediate challenges in planning and execution while also setting the stage for unprecedented efficiency and quality. With a spotlight on practical applications, we’ll explore strategies for harnessing AI to optimize resource distribution, ensure precise time management, and elevate project quality. Discover how adopting a technology-forward approach, exemplified by platforms like OnePlan, can transform project outcomes, enhance team collaboration, and boost overall profitability without sacrificing the high standards engineering projects require.
CRMready Webinar Series - Part 3 - How to Make Your Nonprofit’s CRM Implement...TheConnectedCause
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, the project roles needed for a successful CRM implementation, and project management. In part 3 Heller Consulting talks about managing expectations with change management, evaluating risks with a CRM implementation and what roles are needed to ensure the project is a success for your nonprofit organization.
Unified Resource Capacity Planning - Unite the Top Work Management PlatformsOnePlan Solutions
In today's diverse project management landscape, organizations often find themselves juggling multiple work management tools like Planner, Microsoft Project, Project for the web, Azure DevOps, Jira, Smartsheets, Monday.com and more. This fragmentation can lead to inefficiencies, especially when it comes to holistic enterprise resource capacity planning. Enter OnePlan: the solution designed to seamlessly bridge these platforms for a consolidated view of your resources at an enterprise level.
Building a Data Strategy Your C-Suite Will SupportReid Colson
Being a data leader in any industry is an advantage that creates measurable financial benefits. Many studies have shown this – I’ve seen them from Bain, McKinsey, MIT and more. Since most firms are measured on profit, getting good at making data driven decisions is a key to being competitive. You can't get there without a plan. That is where a data strategy comes in.
In speaking with ~300 firms who indicated that their organizations were effective in using data and analytics, McKinsey found that construction of a data strategy was the number one contributing factor to their success. Being good at using data to drive decisions creates a meaningful profit advantage and those who are leaders indicated that the number one driver of their success was their data strategy.
This presentation will cover what a data strategy is, how to construct one, and how to get buy in from your executive team. The author is a former Fortune 500 Chief Data Officer and has held senior data roles at Capital One and Markel.
Here are a few helpful links for your data journey:
Free Data Investment ROI Template:
https://www.udig.com/digging-in/roi-calculator-for-it-projects/
Real world data use cases:
https://www.udig.com/our-work/?category=data
Contact Me:
https://www.udig.com/contact/
What Does Agile Mean to the Modern PMOMike Otranto
Given that digital business require Agile PPM (bimodal IT), PMO leaders are challenged to adapt governance processes to cover new, agile Mode 2 efforts that are not from the same mold as “traditional” project management structures. The requirement of successfully delivering projects using multiple delivery approaches side-by-side is not just a possibility, it is a high probability.
How has Agile PPM (bimodal IT) impacted the PMO?
How are Agile PPM (bimodal IT) application projects different than traditional projects?
How should project management methods, strategies and techniques change to support digital PMO in bimodal IT organizations?
Enterprise Data Management Framework OverviewJohn Bao Vuu
A solid data management foundation to support big data analytics and more importantly a data-driven culture is necessary for today’s organizations.
A mature Data Management Program can reduce operational costs and enable rapid business growth and development. Data Management program must evolve to monetize data assets, deliver breakthrough innovation and help drive business strategies in new markets.
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
Shaping the Future of Project Portfolio Management – AI Powered Adaptive PPM ...OnePlan Solutions
The landscape of Project Portfolio Management (PPM) is undergoing a significant transformation, driven by the need for more adaptive, responsive approaches to managing projects and portfolios in a rapidly changing business environment. This evolution calls for tools and methodologies that can support dynamic decision-making, flexible resource allocation, and real-time strategic alignment without necessarily focusing on AI technologies. OnePlan emerges as a pivotal solution in this new era, offering a suite of features that empower organizations to navigate complexity and embrace change effectively.
O futuro de TI passa por compreender a transformação digital dos negócios e qual papel ela deve se desempenhar neste novo cenário cada vez mais próximo. A resposta para esta transformação passa pela Arquitetura Corporativa (EA).
Stop the madness - Never doubt the quality of BI again using Data GovernanceMary Levins, PMP
Does this sound familiar? "Are you sure those numbers are right?" "Why are your numbers different than theirs?"
We've all heard it and had that gut wrenching feeling of doubt that comes with uncertainty around the quality of the numbers.
Stop the madness! Presented in Dunwoody on April 18 by industry leading expert Mary Levins who discusseses what it takes to successfully take control of your data using the Data Governance Framework. This framework is proven to improve the quality of your BI solutions.
Mary is the founder of Sierra Creek Consulting
UCISA Project and Change Management Group Toolkits Mark Ritchie
The UCISA Project and Change Management Group (PCMG) is dedicated to improving project and change management practice across HE and FE. Effective project and change management will improve outcomes and increase benefits to students, staff and the wider community. In our first three years we have developed a range of toolkits to support project and change management professionals. These are public resources that can be used by anyone.
This presentation describes PCMG and provides an overview, with links, to our toolkits.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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
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
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
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
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