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ACADEMY… ACTIVATE… ACCELERATE… ASSESS…

www.aspireeurope.com. ACADEMY… ACTIVATE… ACCELERATE… ASSESS…. 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. Our credentials.

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ACADEMY… ACTIVATE… ACCELERATE… ASSESS…

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  1. www.aspireeurope.com ACADEMY… ACTIVATE… ACCELERATE… ASSESS… Tel: +44 (0)1275 848099Fax: +44 (0)1275 848099Email: enquiries@aspireeurope.com

  2. Overview • Introduction • MSP Overview • What is P3M3 • P3M3 Management Maturity Model • Self Assessment

  3. Our credentials Review Panel Review Panel Lead Author Lead Author Accredited Consultancy & Training company

  4. What is Programme Management? • Manages tension • Benefits orientated • Delivers through projects • Transformation and transition framework (Lean, Six Sigma) • Provides Governance • Delivered in Tranches 4

  5. 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

  6. Managing Successful Programmes

  7. 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

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

  9. 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

  10. PPM System Need to be deployed and mature in balance

  11. Adopting PPM is a journey

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

  13. 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

  14. 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

  15. 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

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

  17. 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)

  18. 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

  19. 5 Maturity Level – retrospectively compatible

  20. The 7 perspectives

  21. The Model 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?

  22. How it might look

  23. 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

  24. Workshop Programme Management Maturity Assessment

  25. Management Control

  26. Benefits Management

  27. Finance Management

  28. Risk Management

  29. Organisational Improvement

  30. Organisational Governance

  31. Resource Management

  32. Planning

  33. Training and capability

  34. Information Management

  35. Thanks for your time Rod.sowden@aspireeurope.com

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