Assessing the change capability of an organisation
Jennifer Stapleton FBCS
Document Number: 0749-06-01
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1
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
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2
Agenda
• Introduction to P3M3
• Using P3M3 to improve change performance
• Using P3M3 to decide where help is needed (case studies)
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3
Where to Improve Change Performance
Do the Outcomes have the
intended impact on the business
strategy?
Right Direction
Set Strategy
Did the Projects Have the
Desired Outcomes?
Track Benefits
Identify Changes
Right Projects
Do the Projects Consistently
Produce the Desired Outputs?
Manage Portfolio
Define Projects
Right Governance
Did the Project Produce the
Desired Output?
Right Way
Execute Projects
APM BoK
P2MM P3M3
Document Number: 0749-06-01
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People
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Process
Technology
4
Introduction to P3M3
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5
P3M3 Maturity Levels
Maturity:
Project
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 coordination 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.)
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Programme
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Portfolio
6
P3M3 Maturity Levels
Maturity:
Project
Programme
Portfolio
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?
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 coordination between programmes)
Does the organisation ensure that each
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.)
(Process Improvement)
Deliberate optimisation/improvement
(Quantified)
Process management and measurement takes place
2%
4%
As Project & Programmes+
(Embedded)
And does the organisation have its own portfolio
management process?
9%
The process is defined/confirmed as a standard business
process
- Documenting desired practices / Designing processes.
programme and/or project in its portfolio is run
(Process discipline)
with its own processes and procedures to a
85%
The process is used repeatedlyminimum specified standard? (There may
be
limited consistency or co-ordination)
- Documenting current practices
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(Chaotic, Ad Hoc, Heroic)
The starting point for use of a new process
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P3M3 Key Process Areas (KPAs)
5 Optimising
Portfolio, Programme and Project Management Maturity Model (P3M3)
4 Managed
5.1
Proactive
Problem
Management
4.1
Management
Metrics
3 Defined
3.3
Information
Management
3.2
Transition
Management
1 Initial
2 Repeatable
3.1
Benefits
Management
2.2
Programme
Organisation
2.1
Business
Case
Development
1.1
Project
Definition
Document Number: 0749-06-01
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3.4
Organisational
Focus
2.4
Project
Establishment
2.3
Programme
Definition
4.2
Quality
Management
3.6
Training Skills &
Competency
Development
3.5
Process
Definition
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
4.4
Capacity
Management
3.12
Organisational
Portfolio
Establishment
3.11
Centre of
Excellence Role
Deployment
3.10
Quality
Assurance
2.8
Risk
Management
2.5
2.7
Project Plan’g,
Requirements
Monitoring &
Management
Control
5.3
Continuous
Process
Improvement
4.3
Organisational
Cultural
Growth
3.9
Inter-group
Co-ordination &
Networking
3.8
Lifecycle
Control
3.7
Integrated
Management
& Reporting
2.6
Stakeholder
Management
& Comms
5.2
Technology
Management
•
2.10
Programme
Planning &
Control
2.9
Configuration
Management
2.11
Management of
suppliers &
external parties
1.2
Programme
Management
Awareness
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–
–
–
–
–
–
Goals
Approach
Deployment
Review
Perception
Measures
8
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.
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Example KPA – Business Case
Deployment
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• 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
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Example KPA – Business Case
Review
Business cases at both programme and project levels should be constantly monitored and
regularly reviewed (as a minimum at the end of each tranche).
Perception
The 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:
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– Programmes (still) affordable
– Outcomes (still) achievable
– Programmes (still) demonstrating value for money
– Options comprehensively considered.
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Using P3M3 to Improve Change Performance
Metrics
5.1
Proactive
Problem
Management
4.1
Management
Metrics
3.3
Information
Management
3 Defined
Improvement
Plan
4 Managed 5 Optimising
Portfolio, Programme and Project Management Maturity Model (P3M3)
3.2
Transition
Management
1 Initial
2 Repeatable
3.1
3.4
Benefits
Organisational
Management
Focus
Appropriate
KPAs
2.2
Programme
Organisation
2.1
Business
Case
Development
1.1
Project
Definition
2.4
Project
Establishment
2.3
Programme
Definition
3.9
Inter-group
Co-ordination &
Networking
3.8
Lifecycle
Control
3.7
Integrated
Management
& Reporting
2.6
Stakeholder
Management
& Comms
5.3
Continuous
Process
Improvement
4.3
4.4
4.2
Organisational
Quality
Capacity
Cultural
Management
Management
Growth
3.6
Training Skills &
Competency
Development
3.5
Process
Definition
5.2
Technology
Management
3.10
Quality
Assurance
2.8
Risk
Management
2.5
2.7
Project Plan’g,
Requirements
Monitoring &
Management
Control
3.12
Organisational
Portfolio
Establishment
3.11
Centre of
Excellence Role
Deployment
2.10
Programme
Planning &
Control
2.9
Configuration
Management
2.11
Management of
suppliers &
external parties
1.2
Programme
Management
Awareness
Step 4
How will you know?
5.1
Proactive
Problem
Management
4.1
Management
Metrics
3.3
Information
Management
3 Defined
Baseline
Assessment
4 Managed 5 Optimising
Portfolio, Programme and Project Management Maturity Model (P3M3)
3.2
Transition
Management
5.1
Proactive
Problem
Management
4.1
Management
Metrics
3 Defined
3.3
Information
Management
3.2
Transition
Management
1 Initial
2 Repeatable
3.1
3.4
Benefits
Organisational
Management
Focus
2.2
Programme
Organisation
2.1
Business
Case
Development
1.1
Project
Definition
2.4
Project
Establishment
2.3
Programme
Definition
3.9
Inter-group
Co-ordination &
Networking
3.8
Lifecycle
Control
3.7
Integrated
Management
& Reporting
2.6
Stakeholder
Management
& Comms
5.3
Continuous
Process
Improvement
4.3
4.4
4.2
Organisational
Quality
Capacity
Cultural
Management
Management
Growth
3.6
Training Skills &
Competency
Development
3.5
Process
Definition
5.2
Technology
Management
3.10
Quality
Assurance
2.8
Risk
Management
2.5
2.7
Project Plan’g,
Requirements
Monitoring &
Management
Control
3.12
Organisational
Portfolio
Establishment
3.11
Centre of
Excellence Role
Deployment
2.10
Programme
Planning &
Control
2.9
Configuration
Management
2.11
Management of
suppliers &
external parties
1 Initial
4 Managed 5 Optimising
Portfolio, Programme and Project Management Maturity Model (P3M3)
2 Repeatable
3.1
3.4
Benefits
Organisational
Management
Focus
2.2
Programme
Organisation
2.1
Business
Case
Development
1.1
Project
Definition
2.4
Project
Establishment
2.3
Programme
Definition
3.9
Inter-group
Co-ordination &
Networking
3.8
Lifecycle
Control
3.7
Integrated
Management
& Reporting
2.6
Stakeholder
Management
& Comms
5.3
Continuous
Process
Improvement
4.3
4.4
4.2
Organisational
Quality
Capacity
Cultural
Management
Management
Growth
3.6
Training Skills &
Competency
Development
3.5
Process
Definition
5.2
Technology
Management
How will you
get there?
3.10
Quality
Assurance
2.8
Risk
Management
2.5
2.7
Project Plan’g,
Requirements
Monitoring &
Management
Control
Step 3
3.12
Organisational
Portfolio
Establishment
3.11
Centre of
Excellence Role
Deployment
2.10
Programme
Planning &
Control
2.9
Configuration
Management
2.11
Management of
suppliers &
external parties
1.2
Programme
Management
Awareness
Step 2
Where do you
want to be?
1.2
Programme
Management
Awareness
Step 1
Where are you today?
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Case Studies
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Where do we need help?
5 Optimising
Portfolio, Programme and Project Management Maturity Model (P3M3)
4 Managed
5.1
Proactive
Problem
Management
4.1
Management
Metrics
3 Defined
3.3
Information
Management
3.2
Transition
Management
1 Initial
2 Repeatable
3.1
Benefits
Management
Document Number: 0749-06-01
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2.2
Programme
Organisation
2.1
Business
Case
Development
1.1
Project
Definition
2.4
Project
Establishment
2.3
Programme
Definition
4.2
Quality
Management
3.6
Training Skills &
Competency
Development
3.5
Process
Definition
3.4
Organisational
Focus
4.4
Capacity
Management
3.12
Organisational
Portfolio
Establishment
3.11
Centre of
Excellence Role
Deployment
3.10
Quality
Assurance
2.8
Risk
Management
2.5
2.7
Project Plan’g,
Requirements
Monitoring &
Management
Control
5.3
Continuous
Process
Improvement
4.3
Organisational
Cultural
Growth
3.9
Inter-group
Co-ordination &
Networking
3.8
Lifecycle
Control
3.7
Integrated
Management
& Reporting
2.6
Stakeholder
Management
& Comms
5.2
Technology
Management
2.10
Programme
Planning &
Control
2.9
Configuration
Management
2.11
Management of
suppliers &
external parties
1.2
Programme
Management
Awareness
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Change Capability Dashboard
Business
Strategy
Delivery
Management
Resource
Management
Integrated
Solutions
Concept
 

4.1
Management
Metrics
3.10
Quality
Assurance
3.12
Organisational
Portfolio
Establishment
4.3
Organisational
Cultural Growth
4.4
Capacity
Management
2.9
Configuration
Management
2.10
Programme
Planning &
Control
5.3
Continuous
Process
Improvement
3.4
Organisational
Focus
3.7
Integrated
Management &
Reporting
3.9
Inter-group
Co-ordination &
Networking
3.11
Centre of
Excellence Role
Deployment
2.6
Stakeholder
Management &
Comms
2.8
Risk
Management
5.1
Proactive
Problem
Management
5.2
Technology
Management
3.1
Benefits
Management
3.2
Transition
Management
2.11
Management of
suppliers &
external parties
3.6
Training Skills &
Competency
Development
2.3
Programme
Definition
2.5
Project Plan’g,
Monitoring &
Control
3.8
Lifecycle
Control
4.2
Quality
Management
1.2
Programme
Management
Awareness
2.7
Requirements
Management
2.2
Programme
Organisation
2.4
Project
Establishment
1.1
Project
Definition
2.1
Business Case
Development
3.3
Information
Management
3.5
Process
Definition
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15
Change vs. BAU
Not really projects
3 Defined
3.3
Information
Management
3.2
Transition
Management
1 Initial
2 Repeatable
3.1
Benefits
Management
Document Number: 0749-06-01
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2.2
Programme
Organisation
2.1
Business
Case
Development
1.1
Project
Definition
2.3
Programme
Definition
3.5
Process
Definition
3.4
Organisational
Focus
2.4
Project
Establishment
3.6
Training Skills &
Competency
Development
3.8
Lifecycle
Control
3.7
Integrated
Management
& Reporting
2.6
Stakeholder
Management
& Comms
3.9
Inter-group
Co-ordination &
Networking
3.11 (!)
Centre of
Excellence Role
Deployment
3.10 (+)
Quality
Assurance
2.8 (!)
Risk
Management
2.5
2.7 (!)
Project Plan’g,
Requirements
Monitoring &
Management
Control
3.12 (!)
Organisational
Portfolio
Establishment
2.10
Programme
Planning &
Control
2.9 (!)
Configuration
Management
2.11
Management of
suppliers &
external parties
1.2
Programme
Management
Awareness
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Changes don’t always stick
Why change?
3 Defined
3.3
Information
Management
3.2
Transition
Management
1 Initial
2 Repeatable
3.1
Benefits
Management
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2.2
Programme
Organisation
2.1
Business
Case
Development
1.1
Project
Definition
2.3
Programme
Definition
3.5
Process
Definition
3.4
Organisational
Focus
2.4
Project
Establishment
3.6 (+)
Training Skills &
Competency
Development
3.8
Lifecycle
Control
3.7
Integrated
Management
& Reporting
2.6
Stakeholder
Management
& Comms
3.9
Inter-group
Co-ordination &
Networking
3.11
Centre of
Excellence Role
Deployment
3.10 (+)
Quality
Assurance
2.8
Risk
Management
2.5
2.7
Project Plan’g,
Requirements
Monitoring &
Management
Control
3.12
Organisational
Portfolio
Establishment
2.10
Programme
Planning &
Control
2.9
Configuration
Management
2.11
Management of
suppliers &
external parties
1.2
Programme
Management
Awareness
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Contacts
• Contact Us
– t +44 870 116 1293
– f +44 871 750 3386
– e info@outperform.co.uk
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