Integrating P3RM best practice models for organizational capability improvement

Brian Phillips and Lizz Robb, Managing Directors

yellowhouse.net

Yellowhouse is an APMG ATO (Accredited Training Organization) Yellowhouse is an APMG ACO (Accredited Consulting Organization)

Guidance

Models

P3O® Portfolio,

Programme

and Project

Management

Office

ITIL® IT

Infrastructure

Library

P3M3®

Portfolio,

Programme and

Project

Management

Maturity Model

PRINCE2TM

Maturity

Model

(P2MM)

MoVTM Management

of Value

MoR® Management

of Risk

MoPTM Guide (Portfolio Management)

MSP® Guide (Programme Management)

PRINCE2® Guide (Project Management)

© Crown Copyright 2011 Reproduced with permission from OGC; PRINCE2®, MSP®, M_o_R®, P3O®, ITIL® and P3M3® are Registered Trade Marks of the Cabinet Office; ; MoP™, MoV ™ and the Swirl Logo™ are Trade marks of the Cabinet Office

Best Practice Models

Understanding a complex problem

• Organizations need to go through change to improve their business while still maintaining business as usual (BAU)

– We need a structured approach to managing change

– There were no integrated models available

• A project-based approach is usually developed first (PRINCE2®)

– But projects on their own are not solving our change needs

– Are we doing the right projects?

• Complex models needed for programme management (MSP®)

– Balance between outputs – outcomes – benefits – strategy

– Are we doing the projects right to produce the benefits?

• There is a disconnect between what we want (strategy) and how we get it (delivery)

The strategic disconnect

Strategy

Business as

usual Projects

© Brian Phillips, Yellowhouse

The strategic disconnect

Project managers cannot articulate which strategy (if any) they are supporting.

Yet we often don’t have an investment review and project prioritization framework to ensure we do the right projects.

We make strategic plans to run our business and develop changes to improve the business.

So if we have no strategic reason for running a project, how can we justify the investment?

An integrated model

• Needs a strategic approach to manage investment, resources, governance

– A better grasp of strategy driving change, balanced with BAU (MoP)

• Needs a new understanding of portfolio, programme and project delivery models

– A coordinated support model (P3O) • Decision-enabling

• Delivery support,

• Centre of Excellence

– Business strategy is supported by the P3O model, aligned with PRINCE2, MSP and MoP

– Growth and maturity will ensure that change is sustainable

• How can we measure if it is working?

– Maturity assessment and capability improvement (P3M3)

• Support tools and models are also needed

– Risk Management (M_o_R) understanding and mitigating risk

– Value Management (MoV) getting value for money

Change the Business

Run the Business

Business as usual

Portfolio

The “Right” things to do ? Do we have the capacity?

Programme

Outcomes Benefits

Project

Deliverables

Capacity Can we do it? Can we adopt

it?

Processes How do we do

it? Let’s ALL do it the same way!

Doing the RIGHT things effectiveness

efficiency Doing the

things RIGHT

© Business Benefits of P3O Implementation White Paper Jan2010, OCG paper

Growth and maturity

• So we know what we need to know, so how do we implement the best practice models? 1. Develop a strategy and outline the benefits 2. Run the implementation as a project or programme 3. Demonstrate value from using the models:

• Management control; improved benefits; better value for the investment spend; reduced risk exposure; better stakeholder engagement; improved governance; better resource allocation; more projects successfully completed

• How do we ensure organizational capability improvement? – Measure against the delivery standards using P3M3

The path to maturity

• This outline can be tailored to your requirements • Baseline your current maturity with P3M3

– This gives a starting point for reference

• Implement a capability improvement roadmap – Portfolio, Programme and Project levels

• Establish a PMO and a Centre of Excellence – Engage and embed in the business

• Implement and manage maturity processes – Training, mentoring, coaching, tools and methods, common

language, repeatable processes

• Re-baseline with P3M3 • Implement continuous improvement

• Accredited Training Organization

• Accredited Consulting Organization www.yellowhouse.net

We have been chosen as a panel member to supply training to the Queensland

Government as part of the Queensland Government standing offer arrangement

C08/2700 to support implementation, increase capability and help realise the

benefits of adopting the Queensland Government Methodologies in the

Queensland Government.

PRINCE2®, MSP®, P3O®, M_o_R® and P3M3® are Registered Trade Marks of the Cabinet Office;

MoP™, MoV™ and The Swirl logo™ are Trade Marks of the Cabinet Office