Document Number: Version: 1v0 © Outperform UK Ltd 1 Assessing the change capability of an organisation Jennifer Stapleton FBCS

Document Number: Version: 1v0 © Outperform UK Ltd 2 About Outperform A specialist consultancy –Helping organisations improve their bid, project and programme management performance through the practical application of best practice methods Accreditations –ISO9001 Certified –Accredited Consulting Organisation Professional membership –APM corporate member –Best Practice User Group member

Document Number: Version: 1v0 © Outperform UK Ltd 3 Agenda Introduction to P3M3 Using P3M3 to improve change performance Using P3M3 to decide where help is needed (case studies)

Document Number: Version: 1v0 © Outperform UK Ltd 4 Right Direction Right Projects Right Governance Right Way Where to Improve Change Performance Set Strategy Identify Changes Define Projects Execute Projects Track Benefits Manage Portfolio Did the Project Produce the Desired Output? Do the Projects Consistently Produce the Desired Outputs? Did the Projects Have the Desired Outcomes? Do the Outcomes have the intended impact on the business strategy? PeopleProcessTechnology P2MM P3M3 APM BoK

Document Number: Version: 1v0 © Outperform UK Ltd 5 Introduction to P3M3

Document Number: Version: 1v0 © Outperform UK Ltd 6 P3M3 Maturity Levels Maturity:ProjectProgrammePortfolio Level 5 - optimised process Does the organisation run continuous process improvement with proactive problem and technology management for projects in order to improve its ability to optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for programmes in order to improve its ability to and optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for the portfolio in order to improve its ability to optimise processes? Level 4 - managed process Does the organisation obtain and retain specific measurements on its project management performance and run a quality management organisation to better predict future performance? Does the organisation obtain and retain specific measurements on its programme management performance and run a quality management organisation to better predict future programme outcomes? As Project & Programmes+ And does the organisation assess its capacity to manage programmes and projects and prioritise them accordingly? Level 3 - defined process Does the organisation have its own centrally controlled project processes and can individual projects flex within these processes to suit the particular project? Does the organisation have its own centrally controlled programme processes and can individual programmes flex within these processes? As Project & Programmes+ And does the organisation have its own portfolio management process? Level 2 - repeatable process Does the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between projects) Does the organisation ensure that each programme is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co- ordination between programmes) Does the organisation ensure that each programme and/or project in its portfolio is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination) Level 1 - initial process Does the organisation recognise projects and run them differently from its ongoing business? (Projects may be run informally with no standards.) Does the organisation recognise programmes and run them differently to projects? (They may be run informally with no standards or system.) Does the organisation’s Board recognise programmes/projects and run an informal list of its investments? (There may be no formal tracking and reporting process.)

Document Number: Version: 1v0 © Outperform UK Ltd 7 P3M3 Maturity Levels Maturity:ProjectProgrammePortfolio Level 5 - optimised process Does the organisation run continuous process improvement with proactive problem and technology management for projects in order to improve its ability to optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for programmes in order to improve its ability to and optimise processes? Does the organisation run continuous process improvement with proactive problem and technology management for the portfolio in order to improve its ability to optimise processes? Level 4 - managed process Does the organisation obtain and retain specific measurements on its project management performance and run a quality management organisation to better predict future performance? Does the organisation obtain and retain specific measurements on its programme management performance and run a quality management organisation to better predict future programme outcomes? As Project & Programmes+ And does the organisation assess its capacity to manage programmes and projects and prioritise them accordingly? Level 3 - defined process Does the organisation have its own centrally controlled project processes and can individual projects flex within these processes to suit the particular project? Does the organisation have its own centrally controlled programme processes and can individual programmes flex within these processes? As Project & Programmes+ And does the organisation have its own portfolio management process? Level 2 - repeatable process Does the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination between projects) Does the organisation ensure that each programme is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co- ordination between programmes) Does the organisation ensure that each programme and/or project in its portfolio is run with its own processes and procedures to a minimum specified standard? (There may be limited consistency or co-ordination) Level 1 - initial process Does the organisation recognise projects and run them differently from its ongoing business? (Projects may be run informally with no standards.) Does the organisation recognise programmes and run them differently to projects? (They may be run informally with no standards or system.) Does the organisation’s Board recognise programmes/projects and run an informal list of its investments? (There may be no formal tracking and reporting process.) (Chaotic, Ad Hoc, Heroic) The starting point for use of a new process (Process discipline) The process is used repeatedly - Documenting current practices (Embedded) The process is defined/confirmed as a standard business process - Documenting desired practices / Designing processes. (Quantified) Process management and measurement takes place (Process Improvement) Deliberate optimisation/improvement 85% 9% 4% 2%

Document Number: Version: 1v0 © Outperform UK Ltd 8 P3M3 Key Process Areas (KPAs) First draft released 2003 First release Feb 2006 Based on OGC Best Practice and various Bodies of Knowledge Some KPAs common to projects, programmes and portfolio. Each KPA includes –Goals –Approach –Deployment –Review –Perception –Measures

Document Number: Version: 1v0 © Outperform UK Ltd 9 Example KPA – Business Case Goal Recognise and establish a framework for informed decision-making in planning and management of business change and the subsequent benefits realisation. Provide sufficient clarity so that stakeholders understand fully what the proposed investment will mean for the organisation. Ensure that there are appropriate owners for each key aspect of a business case, e.g. achievability aspects, commercial aspects etc. Ensure that each business case is formally approved and signed-off by an ‘Investment Decision Maker’. Approach A Senior Responsible Owner (SRO) should be responsible for each business case. Each business case should provide information about the benefits and the risks in achieving them, costs and timescales. Each business case should effectively describe what the value is to the sponsoring organisation from the outcomes of a programme, and / or deliverables from projects. Each business case should provide a single point of reference for justifying the proposed investment.

Document Number: Version: 1v0 © Outperform UK Ltd 10 Example KPA – Business Case Deployment Programme-level business cases should provide a summation of project-level business cases and provide the programme’s overall balance of benefits and costs against strategic objectives. Business cases should provide the business justification and be maintained throughout the life of programmes and projects, to ensure that progress remains aligned to strategic objectives. The investment justification presented in business cases should be based on the requirement for realisation of benefits to the stakeholders sponsoring the programme and / or project. The business case should be developed by iteration through the stages of the lifecycle and be an aggregation of information developed in other programme and project documentation. The integrity of the information included in the business case and the related documentation should be maintained, providing an audit trail. Business cases should present a range of options to consider how the programme’s outcomes or project outputs could be achieved; there should be a detailed option appraisal to compare the likely costs, benefits and risks associated with each option. Etc

Document Number: Version: 1v0 © Outperform UK Ltd 11 Example KPA – Business Case ReviewBusiness cases at both programme and project levels should be constantly monitored and regularly reviewed (as a minimum at the end of each tranche). PerceptionThe views of stakeholders should be sought regarding whether business cases continue to present an accurate picture on the desirability, viability, and achievability of programmes and projects. Performance measures Business case review should answer to what extent are: – Programmes (still) affordable – Outcomes (still) achievable – Programmes (still) demonstrating value for money – Options comprehensively considered.

Document Number: Version: 1v0 © Outperform UK Ltd 12 Using P3M3 to Improve Change Performance Step 1 Where are you today? Step 2 Where do you want to be? Baseline Assessment Step 3 How will you get there? Appropriate KPAs Step 4 How will you know? Improvement Plan Metrics

Document Number: Version: 1v0 © Outperform UK Ltd 13 Case Studies

Document Number: Version: 1v0 © Outperform UK Ltd 14 Where do we need help?

Document Number: Version: 1v0 © Outperform UK Ltd 15 Change Capability Dashboard BusinessStrategyResourceManagementDeliveryManagementIntegratedSolutionsConcept   

Document Number: Version: 1v0 © Outperform UK Ltd 16 Change vs. BAU

Document Number: Version: 1v0 © Outperform UK Ltd 17 Changes don’t always stick

Document Number: Version: 1v0 © Outperform UK Ltd 18 Contacts Contact Us –t –f –e –w

Document Number: Version: 1v0 © Outperform UK Ltd 19 Outperform UK Ltd An Accredited Consulting Organisation Improving Performance Through Best Practice Bids, Projects, Programmes PRINCE2™ is a Trade Mark of the Office of Government Commerce The PRINCE2 Cityscape Logo™ is a Trade Mark of the Office of Government Commerce, and is registered in the U.S. Patent and Trade Mark Office