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P3M3 Programme Model

P3M3 Programme Model

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P3M3 Programme Model
P3M3 Programme Model

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Published by: Schreiber_Dieses on Jun 14, 2013
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P3M3
®
– Programme Model
www.ogc.gov.uk
Procurement
|
Programmes & Projects
Portolio, Programme and Project Management Maturity Model (P3M3
®
)Version 2.1
 
Portolio, Programme and Project Management Maturity Model (P3M3
®
)
2P3M3
®
– Programme Model
4. Programme Management Maturity Model
This model was developed rom research workundertaken during the preparation OGC’s ManagingSuccessul Programmes (MSP™) ramework andthe subsequent experiences o MSP and the originalversion o P3M3.
Defnition o programme management
Programmes exist to manage the complexitiesinvolved in delivering benecial change. Programmemanagement is ocused on the areas o tensionbetween strategic direction, project delivery andoperational eectiveness. Mature organizationsrecognize and manage this eectively.For the purposes o P3M3 a programme is denedas a temporary, fexible organization created tocoordinate, direct and oversee the implementationo a set o related projects and activities in orderto deliver outcomes and benets related to theorganization’s strategic objectives.A programme is likely to have a liespan o severalyears. During a programme’s lie cycle, projects areinitiated, executed and closed. Programmes provide anumbrella under which projects can be coordinated, andthe programme integrates the projects so that it candeliver an outcome greater than the sum o its parts.
Characteristics o programme management
Good programme management will be expected tohave the ollowing characteristics.Focus will be on direction and delivery oorganizational strategyThe delivery o a coherent capability will underpinprogramme activitiesVisions and blueprints will be within theprogramme perimeterTimescales may be loosely dened but there will bea denite end pointRisk will be viewed in terms o aggregation andoperational transitionIssue orientation will be towards resolving inter-project escalations and benets deliveryBenet realization will be dominant, with signicantocus on the rigour o benet descriptions andrealization deliveryStakeholder management will be ocused at alllevels within the organization and on key externalinfuencersGovernance will be achieved through consistentprogramme strategies and the application oorganizational or portolio standards, wherethey existPlanning will be orientated towards deliveringoutcomes through step changes (tranches) andmanaging project interdependenciesBusiness cases will ocus on benecial changebalanced against the cost o delivery.
Attributes o programme management
The ollowing sections set out the attributes oreach o the seven Process Perspectives within theProgramme Management Maturity Model, at eacho the ve Maturity Levels, along with a descriptiono each attribute.
P3M3
®
is a Registered Trade Mark o the Oce o Government CommerceThe OGC logo
®
is a Registered Trade Mark o the Oce o Government Commerce in the United Kingdom
 
Portolio, Programme and Project Management Maturity Model (P3M3
®
)
3P3M3
®
– Programme Model
PgM3 - Management Control – Level 1Description
Programme management terminology is used by somemembers o the organization but not consistently, andpossibly not understood by all stakeholders.Programmes are conducted and managed accordingto individual preerences.
Specifc Attributes
1. Programme management may be seen simply ascoordination o multiple projects2. No clear lie cycle ollowed by individualprogrammes3. Programme adoption initiatives come romproject teams rather than strategic commitment4. Any programme success is achieved throughenthusiasm and determination ratherthan structure5. Programme management is likely to be avague idea, perhaps limited to one departmentundertaking a lot o projects and trying tocoordinate them
Generic Attributes
1. Training provision is uncoordinated, with little orno knowledge sharing2. Key individuals lack experience3. No standard roles, and responsibilities are notdened or are generic4. Some inormation available but is outdated,unstructured and dispersed5. Limited, i any, ormal checking or review6. Plans, i any, are conceptual or merely sequenceso events with rough timescales7. Planning, i any, likely to be an initial activity withlittle maintenance o ownership or tracking
PgM3 - Management Control – Level 2Description
The concepts o programme management will havebeen grasped by the organization and there maybe local experts, such as experienced programmemanagers, working on key programmes.
Specifc Attributes
1. Some strategic alignment o some programmes,but may be tentative and non-committal or mayonly exist at denition and is not maintained2. Evidence o project-based controls and tools stillbeing applied to some programmes3. Programme management approach is evolvingand inconsistent, but there may be evidence ogood practice in some areas4. Common vocabulary beginning to evolve5. Good examples o deployment but withinconsistency and varying levels o commitment6. May be some strategic acknowledgement othe value o programme management butcontrols tend to be ocused on identicationand denition
Generic Attributes
1. Localized inormation structures, with someinormation sharing between teams2. Focus on documentation during start-up anddenition, but not maintained over initiative’slie cycle3. Limited localized inormation controls, with noormal release management arrangements4. Local reviews, with some corrective actionsundertaken within the group5. Generic training may be provided in key concepts,and there may be individuals undertakingqualication training6. Local sharing o knowledge may exist but mostlyad hoc7. Key individuals may have practical deliveryexperience and track record8. Roles, responsibilities and competencies denedin some areas but not consistently across theorganization9. Plans exist but are not underpinned by consistentdevelopment methodology, yet may still beeective locally10. Planning seen as activity tracking rather thanproactive/orecasting11. Estimation is more “guesstimation” and doesnot use standard techniques
PgM3 - Management Control – Level 3Description
There is a centrally dened and documented approachto a programme management lie cycle and controls,and it is applied in all programmes by capable stawho support programme teams.

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