P3M

• Project


  A unique, transient endeavour undertaken to bring about change and to achieve planned objectives
• Project management


  The application of processes, methods, knowledge, skills and experience to achieve specific objectives for change
• Project


  • Unique, time bound
  • Uses project management techniques to focus on the key objectives
• Business as Usual (BAU)

  • Repetitive, ongoing
  • Uses process management techniques to manage day to day activities
• Projects


  Risk aware, only mitigate high priority risks
• BAU


  Risk averse, tend to mitigate all risks
• Projects


  Capital funded, funded by loans, investment capital etc.
• BAU


  Revenue funded, funded by BAU income
• Projects


  Require specialist skills, range of skills (need is temporary)
• BAU


  Require functional skills, skills associated with the business function (need is usually permanent)
• Projects


  Create outputs, also known as products or deliverables
• BAU


  Creates outcomes and benefits, focussed on standard of output
• Projects

  Continuous improvement of process
• BAU


  Continuous improvement of process and BAU outputs
• Key aspects of project management

  • Defining the rationale for the investment
  • Capturing project requirements
  • Developing project scope
  • Preparing a Business Case to justify the investment
  • Securing corporate agreement and funding
  • Selecting the life cycle
  • Developing the Deployment Baseline
  • Developing and implementing the Project Management Plan
  • Leading building and motivating the project team
  • Managing risks, issues and changes on the project
  • Controlling, monitoring and controlling progress against the plan (schedule)
  • Managing costs against the project budget
  • Maintaining communications with stakeholders and the project team
  • Handing Over and Closing the project in a controlled fashion when appropriate
• Programme


  A unique, transient strategic endeavour undertaken to achieve beneficial change and incorporating a group of related projects and business-as-usual (steady-state) activities
• Programme management


  The coordinated management of projects and business-as-usual (steady-state) activities to achieve beneficial change
• Programme


  Tend to be long term endeavours
• Project


  Shorter time frame
• Programme


  Based on achieving a strategic vision
• Project


  Focussed on delivering outputs on time, on cost to the required standard
• Programme


  Has a business case
• Project


  Has a business case but infrastructure/enabling projects rely in the programme business case for justification
• Programme


  Focussed on creating outcomes and benefits
• Project


  Focussed on delivering outputs
• Programme

  Greater ability deliver economies of scale
• Project


  Less ability to deliver any economy of scale
• Programme


  Wider group of stakeholders
• Project


  Restricted group of stakeholders
• Programme


  Manages the dependencies between projects
• Project


  Manages the dependencies within projects
• Use of programmes


  • Specification-led, output-driven, high clarity/low ambiguity, reactive adjustments to scope
  • Vision-led, benefits-driven, good clarity/some ambiguity, reactive adjustments to scope, clear levers
  • Vision-led, outcome-driven, ambiguity and clarity co-exist, proactive adjustment of scope, loose levers
• Benefits of programmes


  • All projects are focussed on the strategy
  • Projects are planned in the optimum order, recognising the dependencies between them to minimise delays
  • Project outputs are transitioned into outcomes and benefits realised
  • Infrastructure projects are justified by the programme business case
  • Cost reductions by procuring resources across several projects together instead of one at a time
  • One programme office to support all projects instead of multiple project offices
  • Risk managed at programme/strategic level
  • Wider stakeholder community is engaged throughout
• Programme manager


  • Delivery of capability
  • Partnership with the business
  • Co-ordinates and monitors programme
  • Proactive intervention and decision-making
  • Reports to Programme Sponsor (Senior Responsible Owner)
  • Typically full-time
• Programme manager responsibilities

  • Planning and controlling
  • Managing project interfaces
  • Defining governance
  • Ensuring integrity
  • Managing the budget
  • Facilitating appointment of project staff
  • Resource management
  • Managing communications, risks and issues
• Portfolio


  A collection of projects and/or programmes used to structure and manage investments at an organisational or functional level to optimise strategic benefits or operational efficiency
• Portfolio management

  The selection, prioritisation and control of an organisation's projects and programmes in line with its strategic objectives and capacity to deliver
• Strategic objectives and targets

  Drive strategic benefits, programmes and projects
• Strategy and external environment

  Drive each other
• Prioritisation


  Depends on capital available and ability of business to repay