Aspire Europe Ltd. Rod Sowden Lead Author for MSP and P3M3. Slide 1 v4

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1 Aspire Europe Ltd Rod Sowden Lead Author for MSP and P3M3 Slide 1 v4

2 OGC Best Practice Common Glossary (updated) Models Guides In Development Updated 2008 Updated 2007 Updated 2007 Portfolio, Programme and Project Maturity Model (P3M3 ) Portfolio, Programme and Project Offices (P3O ) OGC Gateway Portfolio Guide M_o_R ITIL MSP Programme PRINCE2 Maturity Model (P2MM) PRINCE2 Project Achieving Excellence in Construction Slide 2

3 Aspire Europe credentials Review Panel Lead Author Review Panel Lead Author Accredited Consultancy & Training company Slide 3 ITIL, IT Infrastructure Library and M_o_R are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. PRINCE2 and MSP are Trade Marks of the Office of Government Commerce. The Swirl logo is a Trade Mark of the Office of Government Commerce. The PRINCE2 Cityscape logo is a Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.

4 What on earth is P3M3? P3 M3 Portfolio Programme Project Maturity Model Slide 4

5 Why use P3M3 within your organisation Comparison is against a standard not other organisations Helps organisations decide what standard they need to be achieve to meet their business needs Focuses on the organisation maturity not individual projects (you can run successful initiatives without having high levels of maturity) Objective assessment of strengths and weaknesses Recognises achievements from investments Slide 5

6 P3M3 Model P3M3 Portfolio Programme Project Control Benefits Finance Stakeholder Risk Organisation Governance Resources Generic Attributes Planning, Information, Competence, Assurance Slide 6

7 Analyses the system Need to be deployed and mature in balance Slide 7

8 Components Level 5 Optimised Level 4 Managed Level 3 Defined Level 2 Repeatable Generic Attributes apply to all Perspectives & Levels Specific Attributes for each Process Perspective Level 1 Awareness Benefits Slide 8

9 Maturity Levels Level Description 1 Aware undocumented, basic vocabulary (not necessarily aligned or consistent), no guidelines and supporting documentation. Any system is ad-hoc and uncontrolled. 2 - Repeatable Acknowledged approach, templates, ad-hoc training, islands of expertise, initiatives delivered in isolation, minimal evidence of continual improvement, focus may be on start up and initial documentation, evidence of heroes, 3 Defined Organisational wide consistency, process ownership, standards in place (e.g roles and responsibilities), processes defined with inputs and outputs, central control group, consistent use of tools, guidelines on how to do it,, capable staff,, evidence of Subject Matter Experts, perceptive approach to management, flexing 4 Managed Integration with Corporate governance and functions, accurate information, statistical analysis, competent & qualified staff, assurance in place, business capacity management, exec board level ownership, mentors, process management, 5 - Optimised organisation, seamless and automatic, evidence based management, innovation Slide 9

10 Perspectives Perspective Control Benefits Financial Stakeholder Risk Organisational Governance Resource Description Documented lifecycle, gated process, Vision, Blueprint, Outcomes, clear outputs, Issue management, Configuration management, change control, progress reporting, definition and design, Requirements, defined, tracking, ownership, business performance management, transition, exploitation Costs, Business Case, approvals, tracking, Identification of stakeholders, analysis and management, communications planning, communications channels and media selection Types, breadth, structure, process, rigor, techniques, interventions, opportunities and threats Leadership, Direction, Alignment,, active engagement and ownership, balance of authority between functional and PPM Roles, reporting lines, legislative and policy compliance, control groups Capacity, types, supply chain, estimation, control, allocation and deployment Slide 10

11 Generic Attribute Perspective Planning Information Assurance Skills and capability Description Assesses the availability, use and value of the plans that exists for each perspective, levels of sophistication in their development and ownership Assesses the quality and accuracy of the information being used for decision making, how this information is stored and catalogued Assesses how effective and valuable the process of review, auditing and assurance are to the organisation, and how these are managed and exploited Assesses how the organisation develops the internal resources to increase their capability and potential over time Slide 11

12 A common result on new model Slide 12

13 Chose your target Money Spent Point of Optimum Balance Cost of Prevention Cost of Winging it! Degree of Process / Formality Slide 13

14 Climbing the maturity ladder Where do we want to be? What is our next target? Where are we now? Identify strengths & weakness. Set priorities Take quick wins Slide 14

15 PPSO what is in it for you Defines what good looks like Provides a standard method of assessment Looks at the whole system which enables effective focusing of improvement budget Justifies investment in programme and project management infrastructure Toolkit for internal quality review of performance Plan for continual progression and measurement Slide 15

What are the lessons to date Staff skills development has been surprisingly weak Consistent performance of Level 3 for Finance Consistent weak performance on Benefits Very few

16 What are the lessons to date Staff skills development has been surprisingly weak Consistent performance of Level 3 for Finance Consistent weak performance on Benefits Very few organisations with internal gate processes, which is a key element of Level 3 Organisations have focused on templates rather than the processes that underpin them Information very dodgy Slide 16

17 P3M3 Benefits to your organisation Slide 17

18 P3M3 support OGC Self Assessment Facilitated Self Assessment (5 days) Registered Consultant led (10 days) Certified by the APM Group P3M3 Assessor and Analyst courses Slide 18

19 Any questions feel free to pop over and see us Rod Sowden Slide 19

Benefits Management a strategic perspective on why benefits management is difficult!

Benefits Management a strategic perspective on why benefits management is difficult! Andy Murray, Director PRINCE2 Lead Author www.outperform.co.uk www.prince2author.com Doc No: 0927-01-09 / 1v5-APP Outperform