Published on March 8, 2014
Project, Program, Portfolio Management (P3M™) Framework Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org This presentation is intended solely for the person or entity to which it was initially provided and contains confidential and privileged information. Any review, dissemination, copying, printing or other use of this presentation by persons or entities without consent of the author is prohibited.
P3M Framework Agenda Problem Statement Industry, Public Sector, and Inside the Organization Definitions and Linkage PM, PgM, PfM P3M Framework Definition and Objectives P3M Implementation Methodology Assess, Recommend, Promote, Implement, Operate Contact Info Email, Blog, Bio Rob Buhrman, PMP, PgMP, CSM, ITIL email@example.com
P3M Framework Problem Statement Industry and Public Sector 2006 STANDISH GROUP CHAOS REPORT 46% of application development projects are “challenged,” meaning they fail to deliver results on-time, within budget, or in scope. 2010 IT PROJECT SUCCESS SURVEY Traditional Projects: 47% are successful, 36% are challenged, and 17% are failures. 2010 UNITED STATES OFFICE OF MANAGEMENT AND BUDGET M-10-25 Too many Government IT projects cost hundreds of millions of dollars more than they should, take years longer than necessary to deploy, and deliver technologies that are obsolete by the time they are completed. Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org
P3M Framework Problem Statement Inside the organization Lack of standardized project management processes across the organization Project Managers leverage various tools for tracking projects No consistent way of deciding how to allocate investment resources Project costs are tracked at various levels of detail No consistent way of monitoring and controlling project performance Rob Buhrman, PMP, PgMP, CSM, ITIL email@example.com
P3M Framework Definitions Project Management (PM) – The application of knowledge, skills, tools and techniques to project activities to meet project requirements. Projects are temporary and create a certain product, service, or result. Consequently, project management has a defined time period and results that can be determined successful or unsuccessful. Program Management (PgM) – The centralized management of a group of related projects to obtain benefits and control not available from managing them individually. Key themes include Benefits Management, Stakeholder Management, Financial Management, and Program Governance Portfolio Management (PfM) – The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing and controlling programs, projects, or other related work, to achieve specific business objectives. Key themes include Strategic Alignment, Value Management, Risk Management, Resource Management, and Performance Management. Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org
P3M Framework Portfolio, Program, Project Linkage Portfolio Executing the "right" projects Programs Projects Projects Executing projects "right" Projects Rob Buhrman, PMP, PgMP, CSM, ITIL email@example.com
P3M Framework P3M Framework Definition and Key Objectives Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M Objectives • Transparency – Line of sight into decisions, performance, and benefits • Accountability – Ownership and decision-making thresholds defined and governed • Compliance – Comply with organizational and public sector policies, regulations, and guidelines • Cost Savings – Eliminate wasteful spending, out-of-control execution, reinvention, and disconnected operations • Funds Optimization – Obtain optimal benefits for amount budgeted and expended • Benefits Realization – Achieve the intended benefits as described in the business case Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org
P3M Framework P3M Framework Lifecycle *PgM and PM lifecycles aligned with PMI Rob Buhrman, PMP, PgMP, CSM, ITIL email@example.com
P3M Framework P3M Framework Implementation Methodology Supports continuous improvement to meet defined outcomes Are we getting the benefits? Are we doing the right things? Are we getting them done well? Operate Leverages best-inclass people, process, and technology Leverages industry best practices and public sector guidelines Assess Are we doing them the right way? Implement Recommend Promote Achieves leadership and stakeholder buy-in and ownership Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org
Assess P3M Framework P3M Framework Methodology Operate Recommend Develop a comprehensive view of the current state Implement Promote Are we effectively communicating with our stakeholders? Do we have the right resources on this effort? Are they trained/certified? How are resources being consumed? What are my risks across the program? Are my projects on time, on schedule, and within scope? Are they achieving planned benefits? How well defined are our processes? Are they being used effectively? Stakeholders Resources Process Performance Technology Are we doing the right things to be successful? How can we improve? Are we reducing costs by streamlining and standardizing? What systems and applications can we use to manage our program/projects in a consistent, efficient manner? Rob Buhrman, PMP, PgMP, CSM, ITIL email@example.com
Assess P3M Framework P3M Framework Methodology Operate Recommend Leverage industry best practices and public sector guidelines Implement Promote Industry Best Practices • Software Engineering Institute (SEI) / Capability Maturity Model Integrated (CMMI) – Is a model or collection of “best practices” that organizations follow to dramatically improve the effectiveness, efficiency, and quality of their product and service development work. • Project Management Institute (PMI) – Serves practitioners and organizations with standards that describe good practices, globally recognized credentials that certify project management expertise, and resources for professional development, networking and community. • IT Governance Institute – Helps enterprise leaders understand how effective governance can make IT successful in supporting the enterprise's mission and goals. • Knowledge Capital and Experience – Leverage external and internal experience assessing, implementing, and operating PMOs providing best-in-class people, methodologies, and tools. Public Sector Best Practices • United Statement Office of Management and Budget (OMB) Direction - OMB requires agency investment submissions to be justified by rigid cost/benefit analyses. It further requires that full life cycle costing be used; full funding for costs must be appropriated in advance; cost, schedule, and performance goals be clearly identified, achievable, and measured using Earned Value Management (EVM); and, that risks be identified. Recent guidance requires large IT projects to be implemented in 90 to 120 day increments to achieve benefits sooner and reduce the risk of schedule and cost overruns. • United States Government Accountability Office (GAO) IT Investment Management (ITIM) - The ITIM framework is a maturity model composed of five progressive stages of maturity that an agency can achieve in its IT investment management capabilities. For each maturity stage, the ITIM describes a set of critical processes that must be in place for the agency to achieve that stage. Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org
Assess Operate Recommend Define current and desired level of P3M maturity Implement Promote Level 5 Level 4 Level 2 Level 1 Defined/Standardized · Policy, process, and methodology formally established and communicated for projects, programs, and portfolios · Programs and projects defined with appropriate business and technical objectives · PMO chartered to support the framework Visible But Reactive · Management has gained and communicated an awareness of the need for project management · Organization is in the process of learning and repeating certain techniques and methods from project-to-project as needed Input Level 3 Measured and Managed · Formal and standardized P3M metrics collected to support the portfolio governance process · Risks, outcomes, benefits, and business strategy/mission value quantified and managed Output Predictive and Optimized · Proven full life-cycle P3M framework is implemented, enforced, and integrated into organizational culture · Predictive analytics used at all levels of organization for transparency and accountability · On-going program to institutionalize best practices has been implemented Outcome P3M Maturity Model Maturity P3M Framework P3M Framework Methodology Initial/Ad hoc · Aware of need for project structure and risks of poorly managed projects · Use of project management techniques left to the individual Adoption Rob Buhrman, PMP, PgMP, CSM, ITIL email@example.com
Assess P3M Framework P3M Framework Methodology Operate Recommend Develop an opportunity matrix and sequence plan Implement Promote Opportunity Objective Outcome/Benefit Timeframe Provide consolidated status and financial reporting Develop and implement standard report templates and provide procedures for their use Consistent information and ability to rollup results from projects to programs to portfolios Short term Establish a reports repository for historical reporting and tracking Ability to show trends which helps focus on future improvements Short term Implement an automated reports portal/dashboard for all stakeholders to access and drill down on details Less resource workload and easily accessible by stakeholders Long term Improve the ability for projects to deliver on schedule and on budget while meeting requirements Develop procedures for developing a project Standardized project schedules which Short term schedule using WBS, dependencies, and can be assessed using critical path resources and require it for all projects methods and can be viewed across projects to see resource leveling issues Develop procedures and implement a an Best practice for preventing project integrated baseline review of all new issues before the project begins projects to assess schedule, cost (estimates), technical, and resource risk Mid-term Implement an ANSI 748-b compliant earned Ability to monitor, control, and Long-term value management system (EVMS) forecast scope, schedule, and cost variance early in the project lifecycle Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org
Assess P3M Framework P3M Framework Methodology Operate Recommend Communicate the benefits of P3M to leadership and stakeholders Implement Promote Buy-in [Sustained Usage of P3M Framework] Sustained communications to leadership and stakeholders selling the value of P3M Participation [ Leverage P3M Artifacts] Commitment [Stated Desire for Improvement] Awareness [Recognition of the Problem] Rob Buhrman, PMP, PgMP, CSM, ITIL email@example.com
Assess P3M Framework P3M Framework Methodology Operate Recommend Perform market research and alternatives analysis Implement Total 5-Year Investment Total 5-Year Investment Total Year 5 Investment Total Year 5 Investment Total Year 4 Investment Total Year 4 Investment Total Year 3 Investment Total Year 3 Investment Total Year 2 Investment Total Year 2 Investment Total Year 1 Investment Promote Total Year 1 Investment $0 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 Planview - Onsite $5,000,000 Sikich (Assistance PSA) - Onsite PlanView - SaaS Total 5-Year Investment Total Year 5 Investment Total Year 4 Investment Total Year 4 Investment Total Year 3 Investment Total Year 3 Investment Total Year 2 Investment Total Year 2 Investment Total Year 1 Investment Sikich (Assistance PSA) - SaaS Total 5-Year Investment Total Year 5 Investment $10,000,000 Total Year 1 Investment $0 $2,000,000 Tenrox - Onsite $4,000,000 Tenrox - SaaS $6,000,000 $0 $400,000 Unanet - Onsite $800,000 $1,200,000 Unanet - SaaS Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org
Assess P3M Framework P3M Framework Methodology Operate Recommend Stand up organization structure and charter governance bodies Implement Vision/ Mission C-Suite/ Office of the Director Strategic Alignment Line of Business/ Program Office Promote Board of Directors/ Oversight Agency Executive Steering Committee Strategic Initiatives Business Alignment Initiative Initiative Initiative Initiative Program Management Office (PMO) Investment Review Board Portfolio Benefits Alignment Program/Projects Program/Project Advisory Board Rob Buhrman, PMP, PgMP, CSM, ITIL email@example.com
Assess P3M Framework P3M Framework Methodology Operate Recommend Achieve small successes first, then increase complexity, risk, & benefits Implement Promote Program Management Initiate Plan Execute, Monitor, and Control Closeout Iterations - Charter - Market research - Alternatives - Business case - Acquisition Implementation Requirements Design Build Test Deploy Maintain/ Operate Successfully Migrate to the To-Be Vision and Realize Key Benefits that Achieve the Business Strategy Iterations - Inventory projects, resources, skills - Develop policies, standards, procedures, templates - Analyze and plan for data clean up and conversion Transformation Define Application Process/ Workflow Define Configuration Values Develop UAT Test Scenarios/ Scripts Develop and Execute Training Iterations - Identify Stakeholders and Communications Plan - Develop Comm and CM Plans Communication and Change Management Execute Communication and Change Management Iterations Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org
Assess P3M Framework P3M Framework Methodology Operate Recommend Support operations, stakeholders, and governance Implement Promote * Representative graphic from http://www.planview.com Rob Buhrman, PMP, PgMP, CSM, ITIL email@example.com
P3M Framework Contact Information Robert M. Buhrman, PMP, PgMP, CSM, ITIL rbuhrman@KoreFederal.com Mr. Buhrman has over 16 years experience in IT and management consulting in both the commercial and public sector. He was most recently the program manager for a large business management improvement program, helping to transform a $800 million fee-for-service Federal program into a best-in-class service delivery organization. He has led several implementations of performance and project management solutions providing key insights and improvement to customers’ business. Mr. Buhrman also has experience supporting organizations with their migration to modernized systems including PMO and acquisition support tasks. In addition, he has experience performing assessments of project performance including the areas of planning, quality, and process assessments. Mr. Buhrman’s implementation experience spans the full systems development lifecycle, including planning, requirements, design, development/configuration, testing, training, deployment, sustainment, and project management activities in support of enterprise resource planning (ERP), commercial off-the-shelf (COTS), and custom-built enterprise solutions. He also recently led a project management team supporting Agile development. Mr. Buhrman is one of a small number of Project Management Institute (PMI) certified Program Management Professionals (PgMP)® worldwide. He also is a certified Project Management Professional (PMP)® since 2005 and a certified ScrumMaster® since 2011. Rob Buhrman, PMP, PgMP, CSM, ITIL firstname.lastname@example.org
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