People who work in projects and programmes often talk about the Governance, which is basically the project organisation. To the uninitiated this can be quite a confusing concept as it comes with a range of terminology.
This PM Drop In video provides a quick and informal overview of the things you should be thinking about in relation to project and governance
If you would like more information why not try out our short Fundamentals of Governance to get into a little more detail
In the world of project management, there is normally a need to buy things to support the implementation of the change, this can range from major engineering works to a simple training couse.
This brings the project professionals and commercial professionals together. This can prove to be very productive but often it is a source of tension.
This little PM Drop In video gives a very quick oversight of what commercial management involves, if you would like more information why not try out our short Fundamentals of Commercial Management course.
In the latest version of P3M3 the concept of Threads was introduced.
These are “cross cutting” concepts that help with the systemic analysis of an organisations strengths and weaknesses. It reflects the recognition that if an organisation is weak on a topic, e.g. planning, then this will have deeper consequences than just affecting project schedules.
In this video, the P3M3 lead author explains the concept and why it has been a critical development in the evolution of P3M3.
Assurance – is it a bureaucratic burden or an effective way to avoid failure? It will largely depend on whether you are in a team being challenged or an executive with personal accountability for the result.
Most organisations have a fragmented approach to how integrated assurance is achieved. To have an integrated approach requires multiple layers in the organisation to function coherently. This article explains how to achieve this integration for your programme.
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. To download an interactive overview of P3M3, please click here
Programme 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
P3M3® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
We were fortunate enough to attend a conference where there was a tremendous presentation from one of the grandees of major infrastructure programmes and projects in the UK. He outlined how politics was and has been at the root cause of the degeneration of the UK infrastructure over many generations. I had always thought of the Victorian era as our golden age, but I was disappointed to find out that most of the investment was by entrepreneurs rather than our government, and most of them ended up broke as a result of the altruism, so the only people making money out of infrastructure appears to be the builders. The golden age of UK infrastructure investment was the 50’s and 60’s – an era pre the dawn of Thatcherism, that was when big decisions and actions were taken on motorways, power stations, schools and infrastructure. Unfortunately it is the period we remember for the demise of railways and not much else, so history has been very unkind to that generation. It was also an era of nationalised industries and high levels of government controlled investment. Apparently the countries that have the highest levels of infrastructure investment tend to be a little light on the democracy side of things, hence the conclusion that democracy is killing our infrastructure. By chance I have come across this excellent youtube video which looks at mega project failure and provides an interesting insight by Michael Hobbs into a major tunnel project in Seattle
So many programmes in the UK and around the world are going wrong.
There as so many examples of major investments in the UK that are going horribly off track at the moment and that is because they are being run by project people thinking like project people – they are becoming national embarrassments.
Universal Credit, Crossrail, High Speed 2 are never going to be delivered by project management because the people involved are not thinking the right way.
Here is our little video on the common sins that happen in programmes that don’t behave like projects – delivered by the MSP lead author, Rod Sowden