Integrated Assurance is a very popular topic at the moment; however, most organisations have a fragmented approach to how it is achieved. To have an integrated approach requires multiple layers in the organisation to function coherently. This article explains how to achieve this integration.
The three tier approach clarifies how the models (and terms) fit together:
- Organisational capability – assessed using P3M3 and identifies your systemic strengths and weaknesses which can be addressed
- Programme and project viability – assessed by independent or peer assurance to provide an objective assessment of the likelihood of success
- Gate reviews – line management decisions on whether to continue to invest in the idea
Establishing control gates to support effective project and programme management is the hurdle that many organisations seeking P3M3® level 3 status struggle to overcome. We have set out the problems that we have seen organisations face and advice on how to go about implementation, click here for the article
Here are five good reasons why you need to have gates:
- Keeps the volume of projects and programmes under control
- Provides the organisation with a stop lever
- Reduces the likelihood of programme or project failure
- Provides the basis for improving knowledge management
- Protects accountable individuals
P3M3® is a[registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
No organisation can successfully deliver programmes and projects without an effective framework. Our work on developing the maturity model P3M3® and undertaking assessments of over 100 organisations enabled us to review a wide range of processes, guidance and tools that are used across a range of sectors.
- Incomplete frameworks with inadequate lifecycles
- Frameworks that replicate manuals and basic theory but add no value
- Roles and responsibilities that are generic, confusing or conflicting
- Themes, such as risk, that are not connected to the lifecycle or sit in isolation
- Generic role definitions with no application of the responsibilities
- Templates that bear no resemblance to the lifecycle or processes
- Little connection between programme and project management systems
- Portfolio Management frameworks that fail to address balancing priorities
To overcome this we developed our own Align Framework® and offer it as a fully supported package. If you would like to find out more about the Align Framework®, click here
P3M3® is a registered trademark of AXELOS Limited.
Align Framework® is a registered trademark of Aspire Europe Limited.
Filed under Align Framework, Business Project Management, Change Management, Governance, Maturity Assessments, P3M3®, Planning, Portfolio Management, Project Management, Risk Management, Stakeholder Management
As many of you know we specialise in maturity models and performance improvement.
It is certainly the case that some organisations build processes and guidance that seem to hinger progress
This is a tongue in check article that outlines the negative effects of poor processes.
We hope you enjoy it
PwC has launched its 2014 Global Portfolio and Programme Management (PPM) survey into how organisations manage and deliver change and ask all professionals, colleagues, clients and their extended network to participate.
Organisations around the world continue to use insight from PwC’s 2012 Global PPM Survey as a catalyst for change.
Although the last survey reached 1,500 participants across 38 countries and 34 different industries, PwC are keen to make this year’s survey even more successful.
As an added incentive, along with receiving an electronic version of the report due out in spring 2014, all participants will be entered into a free prize draw* to win one of four iPad minis 16GB.
Taking part in this year’s survey will take no longer than 15 minutes and should be completed by Friday 14th February 2014.
This year’s survey has been tailored to allow insight by role: as an executive that is responsible for providing direction and oversight; or a programme and project management professional who is responsible for planning and managing projects that drive change or new solutions. This will allow deeper insight and access to even more meaningful results, at the same time as streamlining the amount of time required to complete the survey.
In order to provide even more insight the survey can be shared with colleagues, clients or an extended network to give them the opportunity to contribute their perspectives.
Why take part?
- The process of participating in the survey will provide an opportunity to consider how well change is being managed and delivered through projects, programmes and portfolios;
- All participants will automatically receive access to the findings from the last survey, to see how others are dealing with some of the biggest challenges currently being faced across the profession;
- Receive the results from this year’s survey once it is complete, which promises to be full of interesting and useful insights. Also obtain comparative data on PPM project drivers, performance enablers and issues, as well as key PPM success and failure factors; and
- Enter a prize draw to win one of four iPad minis just for taking part.
Take part in the survey and share with an extended network.
Posted by Toby Adams on 17 February, 2014 – 12:19
The APM Competence Framework is under review and we would value your comments and feedback on the draft version.
Please familiarise yourself with the guidance notes before reading the drafted content and providing your constructive feedback. The last date for recording feedback will be Friday 7 March, after which this discussion thread will be closed.
Alternatively, you can provide your feedback directly by emailing APM.
APM Competence Framework – draft
This consultation will help shape the final version of the APM Competence Framework, which will then be used as the basis for a series of role profiles covering project-, programme- and portfolio-management and PMO. A mechanism for categorising levels of achievement (e.g. a ratings scale) will also be developed.
The draft APM Competence Framework
The development process to date has resulted in a draft APM Competence Framework that is made up of 24 competences grouped within the following four domains:
- Planning and Control
- Managing others
Each competence comprises the following:
- An indication of the domain within which the competence sits;
- A number and title (e.g. Competence 5: Communications Management);
- A behavioural statement which summarises the competence (e.g. ‘to establish and manage arrangements to keep stakeholders informed of progress, taking account of their particular interests’);
- An introduction which provides an overview of the competence and indicates other related competences;
- An ‘experience’ section which defines the outcomes of competent performance;
- A ‘knowledge’ section which defines the knowledge and understanding underpinning competent performance, i.e. the knowledge indicators support the experience indicator
Aspire Europe are pleased to announce that we are now an accredited supplier of G-Cloud products, the portal based procurement service to the UK public sector.
We have included a number of reconfigured products and services to take advantage of the opportunities this unique market place offers, including:
Filed under Events, Learning, Maturity Assessments, News, P3M3®, PRINCE2®, Programme and Project framework, Programme Management, Project Management, Risk Management, Stakeholder Management, Training