The importance of methods – Knowledge, Innovation, Standards

The importance of methods

Peter Johnson

Knowledge, Innovation, Standards and Skills

British Computer Society

5 April 2006

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

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

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

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

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 …..

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

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



ITIL Foundation ~ 90000

ITIL Practitioner ~ 3000

ITIL Manager ~ 4000

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”.

Slide number 10 10


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)

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.

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”

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

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)

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

Slide number 18 18

Questions

Methods PRINCE2™, MSP, M_o_R® ITIL® OGC Gateway™


Others Portfolio, Programme and Project Management Maturity Model Successful Delivery Toolkit Recent Research