1. The importance of methods Peter Johnson Knowledge, Innovation, Standards and Skills British Computer Society 5 April 2006

2. Slide number 2 2 Agenda Methods PRINCE2™, MSP, M_o_R® ITIL® OGC Gateway™ OGC and the standards bodies Others Portfolio, Programme and Project Management Maturity Model Successful Delivery Toolkit Recent Research

3. Slide number 3 3 PRINCE2™ Projects in a Controlled Environment Business Case driven Stage Assessments of Quality, Plans, Risks, and Business Case 8 Processes 8 Components 3 Techniques Product-based Planning Change Control Quality Review The PRINCE2 Cityscape logo ™ is a Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office PRINCE2 ™ is a Trade Mark of the Office of Government Commerce

4. Slide number 4 4 Managing Successful Programmes Vision (Business) led ‘method’ for a portfolio of projects and activities that are coordinated and managed as a unit such that they achieve outcomes and realise benefits. SRO – ‘vision’ Programme Manager ‘blueprint’ Business Change Manager ‘ benefit profile’ Principles Organisation/Leadership Benefits Management Stakeholder Management / Communications Risk Management / Issue Resolution Programme Planning and Control Business Case Management Quality Management The MSP Spheres logo ™ is a Trade Mark of the Office of Government Commerce

5. Slide number 5 5 Management of Risk (M_o_R®) Routemap with approaches, checklists and pointers to more detailed sources of advice Principles Risk at Strategic, Programme, Project and Operational Levels Tools and Techniques –Healthchecks –Risk Categories –Risk Evaluation –Procurement and legal considerations –Business Continuity –Safety and Security –Other Tools –Lessons Learned –Key Documents M_o_R ® is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce

6. Slide number 6 6 PPM Testimonials Public Sector 2005 Delivery Awards –Shortlist APM Awards 2005 –Manchester Method ODPM e-capacity building Local authorities ….. Private sector Vodafone Barclays Sun Microsystems Port of Rotterdam MV2 Project …..

7. Slide number 7 7 ITIL® IT Infrastructure Library® Planning to Implement SM The Business Perspective Service Management –Service Support –Service Delivery ICT Infrastructure Management Security Management Application Management Software Asset Management Refresh: New Scope - Lifecycle Service Strategies Service Design Service Introduction Service Operation Continuous Service Improvement ITIL ® is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office IT Infrastructure Library ® is a Registered Trade Mark of the Central Computer and Telecommunications Agency which is now part of the Office of Government Commerce The Best Practice logo ™ is a Trade Mark of the Office of Government Commerce

8. Slide number 8 8 How have they grown? - Exams 2002 PRINCE2 Practitioner ~ 7000 MSP Practitioner ~ 400 ITIL Foundation ~ 25000 ITIL Practitioner ~ 500 ITIL Manager~ 1500 2005 MSP Practitioner ~ 28000 MSP Practitioner ~ 2000 ITIL Foundation~ 90000 ITIL Practitioner ~ 3000 ITIL Manager~ 4000

9. Slide number 9 9 OGC Gateway™ For acquisition programmes and procurement projects in civil central government examines programme/project at critical life cycle stages provides assurance for successful progress to next stage based on well proven techniques that lead to: –more effective delivery of benefits –more predictable costs and outcomes Designed for: –procured services including frameworks –property/construction –IT- enabled business change. “OGC Gateway™ is a Trade Mark of the Office of Government Commerce”.

10. Slide number 10 10 OGC and the standards bodies APM –APM BoK Version 5 consultation and review PMI –Program and portfolio standards review SFIA and BCS/ISEB –SFIA Version 3 Project Board (inc eGU liaison) –ISEB Recognition of PRINCE2 –ISEB PPSO interest BSI –Liaison with MS/02 (project management)

11. Slide number 11 11 Portfolio, Programme and Project Management Maturity Model (P3M3) Five level maturity framework based on processes: (1) initial; (2) repeatable; (3) defined; (4) managed (5) optimised Understand key practices for effective PPPM processes Identify key practices to achieve next maturity level Understand/improve organisational PPPM capability Appreciate risks acquired through process capability issues associated with a particular service provider, managing customers’ programmes and projects Basis for developing maturity questionnaires Preparing teams to perform PPM process assessments or capability evaluations.

12. Slide number 12 12 P3M3 Levels Level 1 1.1 Project definition 1.2 Programme management awareness Level 2 2.1 Business case development 2.2 Programme organisation 2.3 Programme definition 2.4 Project establishment 2.5 Project planning, monitoring & control 2.6 Stakeholder management & communications 2.7 Requirements management 2.8 Risk management 2.9 Configuration management 2.10 Programme planning & control 2.11 Management of suppliers & external parties Level 3 3.1 Benefits management 3.2 Transition management 3.3 Information management 3.4 Organisational focus 3.5 Process definition 3.6 Training, skills & competency development 3.7 Integrated management & reporting 3.8 Lifecycle control 3.9 Inter-group co-ordination & networking 3.10 Quality assurance 3.11 Centre of Excellence (COE) role deployment 3.12 Organisation portfolio establishment Level 4 4.1 Management metrics 4.2 Quality management 4.3 Organisational cultural growth 4.4 Capacity management Level 5 5.1 Proactive problem management 5.2 Technology management 5.3 Continuous process improvement

13. Slide number 13 13 Successful Delivery Toolkit™ A freely available (web-based and CD-ROM) electronic reference tool of best practice and guidance for use by: OGC Gateway™ review teams, consultants programme and project teams in departments professional advisers, those responsible for organisational standards senior management for business change management overview suppliers to understand what departments expect of them. It does not substitute for training on project management www.ogc.gov.uk/sdtoolkit “OGC Successful Delivery Toolkit ™ is a Trade Mark of the Office of Government Commerce”

14. Slide number 14 14 Project and Programme behaviours Partington, D., Pellegrinelli, S. and Young, M. (2005).’Attributes and levels of programme management competence: an interpretive study’, International Journal of Project Management, 23, pp. 87-95

15. Slide number 15 15 Helpful and hindering behaviours Helpful Factors Methodologies and Reviews Competent PPM people Business goals and strategy Personal accountability – The Effects of Organisational Factors on the Performance of Programme Management work. Pellegrinelli et al PMI Research Conference 2006 Hindering Factors Bureaucratic processes Organisational boundaries Premature drive to solutions Low tolerance of change

16. Slide number 16 16 The importance of context in Programme Management Research from MSP practice in six organisations –DaimlerChrysler UK, AstraZeneca, Microsoft –Department for Constitutional Affairs, HM Revenue and Customs, Surrey Police Critical support of MSP –‘sound programme management framework’ –to inform imminent update of MSP. Imminent Cranfield paper: Partington and Pelligrinelli et al (International Journal of Project Management)

17. Slide number 17 17 KPMG Global IT Project Management Survey (2005) www.kpmg.com.au/Portals/0/irmprm-global-it-pm-survey2005.pdf Global Lessons Trend from output delivery to benefits realisation UK Lessons Avoiding failure is a ‘success’! 2% actually realise benefits….. Full UK report from Martin Maguire – Principal Advisor – 0121 335 2381

18. Slide number 18 18 Questions Methods PRINCE2™, MSP, M_o_R® ITIL® OGC Gateway™ OGC and the standards bodies Others Portfolio, Programme and Project Management Maturity Model Successful Delivery Toolkit Recent Research