www.aspireeurope.com ACADEMY… ACTIVATE… ACCELERATE… ASSESS… Version 2 Simpler intro, removed various slides to smooth the day through in a number of sessions. Have added Benefits Map as think that is an important element that was missing. Tel: +44 (0)1275 848099 Fax: +44 (0)1275 848099 Email: enquiries@aspireeurope.com

Overview Introduction MSP Overview What is P3M3 P3M3 Management Maturity Model Self Assessment

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What is Programme Management? Manages tension Benefits orientated Delivers through projects Transformation and transition framework (Lean, Six Sigma) Provides Governance Delivered in Tranches This is taken from the manual – emphasis that MSP is about managing the tension between strategically driven change, the need to maintain business continuity and operational stability, whilst delivering projects on time. Some examples of where this hasn’t happened and the consequences, the Sainsbury logistics problems in 2005, Home Office in 2006 for example 4 4

Purpose of MSP – OGC Mandate Referenceable standard for programme management A framework of best practice principles and concepts drawn from latest experiences and proven practice in setting up and managing programmes. Aimed at programme management practitioners to adapt the guidance to real life situations. Accessible by programme teams and organisations as well as by individual practitioners. To help programme management practitioners improve their decision making at programme level and to become better at implementing beneficial change. Basis of the examination of individuals to obtain certification to show their level of knowledge and understanding of the content of MSP. MSP is not – a form of management for big projects a detailed guide on managing business change a guide to ongoing service management/management of business as usual it should demonstrate the context of programme management in all three of these areas

Managing Successful Programmes

MSP07 Changes summary New terminology – Flow, Themes, Principles Still focuses on “what” not “how” Concepts explained in more detail with examples to support New chapters Risk is closely linked to MoR Stakeholder Engagement is linked to Leadership Programme Board has greater emphasis Tranche and Realising the Benefits have much more focus in the Transformational Flow Much more focus on explaining the dynamic Flow interaction with Themes Information and documents have been revamped to bring consistency Twice as many words – possibly three times the amount of information due to the use of matrices and RACI

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

P3 implementations fail because: Failure to see the whole system Money is invested in the wrong areas Fail to empathise and synchronise with the way the business currently works Failure to know the starting point Unrealistic expectations Seen as a quick win rather than longer term strategy Lack of senior management commitment and sponsorship

PPM System Need to be deployed and mature in balance System Process People Tools Information Need to be deployed and mature in balance

Adopting PPM is a journey

What are we trying to achieve ? £ Money Spent Degree of Process / Formality Point of Optimum Balance “Cost of Winging it!” “Cost of Prevention”

Why maturity models Benchmark 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 specific initiatives (you can run good programmes and projects without having high levels of maturity Objective assessment of strengths and weaknesses Recognises achievements from investments Justifies investment in programme and project management infrastructure Plan for continual progression

P3M3 history Been around about 3 years Based on a number of global models Limited take off Seen as too complex Academic rather than practical based Graduating approach stepped from projects, through programmes to portfolio’s - limited the flexibility of use Time to move forward

P3M3 New Model 3 models which may be viewed independently 5 levels of maturity with consistent themes across the 3 models. 7 perspectives which can be assessed independently in any model Attributes that describe levels and set the benchmarks for achievement Pragmatic and accessible

Development Governance Project Board Author Team Reference Group Review Group P3M3™ is a Trade Mark of the Office of Government Commerce

The Team Mike Acaster – OGC Sponsor Alan Harpham – APMG Sponsor Rod Sowden – Lead Author (Aspire Europe Ltd) Steve Clarke – Author (Onemind Management Ltd) David Stuart Hinley – Author (Enodatum Ltd) Paul Faulkner – Project Manager (APMG)

Objectives & Scope Restructure the model to improve accessibility and usability Align the content of the model with the refreshed MSP, M_o_R, OGC Gateway and revised portfolio management guidance Where appropriate align the content of the model with the emerging OGC procurement guidance Develop a new introduction and revise supporting guidance on the use of the model and the self assessment questionnaire  The new standard should be able to be used thematically i.e. to establish the maturity of the organisation's processes such as business case, planning, reporting and so on. A model covering portfolio, programme or project management maturity that can also deal with the component themes individually An initial self-assessment questionnaire that can be downloaded via the internet Consistent with original, i.e, investments in assessments will not be lost

5 Maturity Level – retrospectively compatible Maturity Levels Level 1 – Recognition undocumented, basic vocabulary (not necessarily aligned or consistent), no guidelines and supporting documentation. Any system is ad-hoc and uncontrolled. JDI management Level 2 – Repeatable Locally evolved, acknowledged approach, templates, ad-hoc training, islands of expertise, initiatives delivered in isolation, minimal evidence of continual improvement, simple activity based plans, focus may be on start up and initial documentation, evidence of heroes, weak inter working Level 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, system framework, governance clearly defined, capable staff, configuration system, evidence of Subject Matter Experts, good communications and collaboration, strategic planning links, perceptive approach to management, flexing Level 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, strategic planning alignment, approaches reviewed, consistent behaviour, quantitative approach to management, collaboration, adapting Level 5 - Optimised Start, end, route, process optimising, business process ownership, integrated with strategic direction, lessons learned being applied, continual improvement, common good for the organisation, seamless and automatic, sustained, value based behaviour, evidence based management, innovation Maturity levels are process and quality based

The 7 perspectives Perspective Attributes Management Control Planning, lifecycle, stages, gates, tranches, controls, Vision, Blueprint, Outcomes, Business Strategy, Issue management , Configuration management, change control, progress reporting, definition and design, Benefits Management Requirements, define, tracking, ownership, plan, transition Finance Management Costs, Business Case, approvals, tracking, Risk Management Types, breadth, structure, process, rigor, techniques, interventions, opportunities and threats Stakeholder and Communications Functional, change management, business performance management, stakeholder engagement, analysis, Communications, consultation and involvement in requirements, idea and proposition management Organisation Governance Leadership, Direction, Alignment, stakeholder representation, senior management active engagement and ownership, balance of authority between functional and PPM , Roles, reporting lines, assurance, legislative and policy compliance (FOI, H&S), info management controls Resources Capacity, types, procurement, suppliers, skills and experience, control, allocation and deployment

L 5 L 4 L 3 L 2 L 1 The Model Mgt Control Benefits Mgt Risk Finance Stake-holder Org Governance Res L 5 L 4 L 3 L 2 L 1 35 x Intercepts 15-20 Attributes per model e.g Are there policies in place for all? Is there consistency.of process? What are the levels of competence? How extensive is the engagement? How good is the fit with the Corporate approach?

L 5 L 4 L 3 L 2 L 1 How it might look Mgt Control Benefits Mgt Risk Finance Org Improve Governance Res L 5 L 4 L 3 L 2 L 1

Benefits of using P3M3 Maturity Model Where are you now What are you good at What needs to improve Where do you want to get to Chose the maturity level you want Be realistic about what you can achieve Measurable targets for improvement How are we going to get there An assessment delivers an action plan to move from A to B with a view to getting to C Action Plan to get there Best Practice rather than proprietary approach OGC/APM Group authenticated

Programme Management Maturity Assessment Workshop Programme Management Maturity Assessment

Management Control There is a consistent approach to corporate programme management controls, with the application of approaches to all programmes . A defined lifecycle exists that delivers a defined end state. 3 There is integration between Programme approach and the delivery of strategic aims and objectives. There is clear linkage between the programme and business end states. 5 Programme Management is seen as a critical tool for the delivery of strategic change objectives by the board. Management controls is focused on flexing the delivery approaches. 4 There is evidence of good examples of deployment but there will be inconsistency and varying levels of definition of the end state to be delivered. 2 The programme management terminology may be in use but will be used inconsistently. General approach will be based on project rather than programme level. 1

Benefits Management Benefits Management is embedded within the programme management culture and There is evidence of benefits realisation being an ongoing process. 4 Benefits are recognised as an important element and differentiating factor for programmes. Focus is likely to be the project level. 2 Benefits and opportunity management is embedded within the organisational approach to change and linked to corporate strategies. 5 There is limited recognition of the concepts of benefits with the levels of definition being minimal and linked to project activity. 1 There is a centrally managed framework used for defining and tracking the delivery of benefits. 3

Finance Management Programme financial controls are seen as aggregated project costs. 1 Financial control is evident throughout the programme lifecycle and linked to the organisations controls. 5 Financial approvals for projects are evident but the cost of the programme are not being fully accounted for in all cases. 2 Programme lifecycles are being flexed effectively to manage availability of finance and effective decision making is being made on the basis of financial evidence. 4 Standard approaches to financial management and costs assessments that are tracked through the lifecycle and are deployed consistently across all programmes. 3

Risk Management Risk management works effectively with pro - active management and avoidance of risks being evident and embedded behaviours. 4 Risk Management is recognised and used on programmes, but there are inconsistencies in approach, commitment and deployment. 2 Risk management has a clearly defined process that is followed consistently by all programmes. Framework is based on industry standards and is supported by a toolkit. 3 Risk Management is embedded in the organisational culture and underpins all decision making within the programme. 5 Risk Management is not being deployed to any beneficial effect, main focus is on Issue Management. 1

Organisational Improvement Programme management is principally seen as an area of activity outside of the remit of business operations. Managers may see the programme approaches as threatening rather than adding value. 5 Business operations are integral to the design and delivery of the programmes. Business management methods are integrated within the programme framework. 5 Operational staff have regular involvement with the programme and engaging with the delivery and there is evidence of influence. 2 Organization engagement with the programme approach is established. Active and regular input into the way programmes are managed with major focus on the achievement of business change. 3 Extensive engagement with business operations with a balanced view of organizational needs and programme delivery. 4

Organisational Governance There are processes in place to ensure that the organisational hierarchy are informed and can influence the programmes through clear top level sponsorship. 3 Programme Management is embedded at board level with clear ownership and control responsibilities embedded within individual Directors terms of reference. 5 Clearly aligned decision making processes that enables align the programmes to the strategic objectives. 4 Limited governance of programmes in place, no formal approvals to begin. 1 There is evidence of local governance controls being applied consistently, but no coherent organisation wide approach. 2

Resource Management Measurement of resources utilisation and proactive engagement to raise and broaden capability and evidence of improved delivery resulting. 4 Focus is on project resources being deployed with minimal focus on programme management resources requirements. 1 Planned deployment and effective control of resources across the programme supported by standard approaches to planning and tracking. 3 Resources are being deployed but there is little evidence of a consistent approach to acquisition, planning or management 2 Resources are deployed optimally, there is clear evidence of balancing internal and external expertise and knowledge being embedded into the business. 5

Planning A knowledge-base is used to improve the reliability of planning assumptions. Plans are kept up to date, with consistent application of sophisticated planning techniques and recognition of interdependencies. There is evidence of interventions to avoid conflicts and take advantage of opportunities 4 Plans exist but are not underpinned by a consistent development methodology, but may still be effective locally There is no interdependency tracking between initiatives Plans will be seen as activity tracking 2 Planning is inherent in the decision making process with adjustments and implications being managed and deployed. There is active management of interdependencies between the plan and other business plans 5 Plans are developed to a central and consistent standard that is output or goal based A number of factors are taken into account when developing the plan. Plans are owned, base-lined and reviewed 3 Plans , if they exists, are conceptual or a sequence of events with very rough timescales. Planning, if undertaken, is likely to be an initial activity with little maintenance and tracking 1

Training and capability There is reliance on the know-how of key individuals. Training is provided in an adhoc way. Key individuals lack experience Roles, responsibilities and associated competencies are not defined 1 There is extensive training that illustrates it is seen a core skill for managers, it focuses on development rather than qualifications There will be evidence of mentoring and individual development to improve organisational performance Knowledge management is a central function and is used to help improve performance There will be development plans for all members of the teams 4 Generic training will have been provided in the key concepts with some being qualified Local sharing of information and experience may exist but mainly adhoc Key individuals will have practical experience Roles, responsibilities and associated competencies are defined but only in some areas. 2 High levels of competence is embedded in all areas. Knowledge transfer is an inherent behaviour within the organization. Succession plans are in existence for key roles. Skills are embedded into organisational leadership and management development programmes 5 Training has been deployed to a broad group on methods and techniques Training will probably be to qualification standards and have some adoption to organisations needs There will be forums for sharing organisational experience to improve individual and organisational There are centrally managed role definitions and sets of competencies defined, these are used to support appointments 3

Information Management Localised information structures with little information sharing There is a focus on documentation during Start up and definition, but is not maintained over the lifecycle Information controls will be limited 2 Information may not have a refresh cycle or be regularly accessed. Organization-wide standards which cover confidentiality, availability and integrity, All information may not be current 3 Information is current and is referenced extensively for decision making Trend analysis and measurement is undertaken on the information to identify improvement opportunities Information being used for management purposes is current and maintained 4 Information is seen as knowledge and there is continual maintenance and reference. There are intelligence gathering processes in place and information is disseminated through a variety of channels. 5 There is information available but may be unstructured and dispersed. Individuals have their own filing and storage mechanisms 1

Thanks for your time Rod.sowden@aspireeurope.com