p3m3 programme model

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P3M3 Programme Model

www.ogc.gov.uk

Procurement | Programmes & ProjectsPortolio, Programme and Project Management Maturity Model (P3M3)

Version 2.1


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Portolio, Programme and Project Management Maturity Model (P3M3)2


4. Programme Management Maturity Model

This model was developed rom research workundertaken during the preparation OGCs ManagingSuccessul Programmes (MSP) ramework andthe subsequent experiences o MSP and the originalversion o P3M3.

Defnition o programme managementProgrammes exist to manage the complexitiesinvolved in delivering benecial change. Programmemanagement is ocused on the areas o tensionbetween strategic direction, project delivery and

operational eectiveness. Mature organizationsrecognize and manage this eectively.

For the purposes o P3M3 a programme is denedas a temporary, fexible organization created tocoordinate, direct and oversee the implementationo a set o related projects and activities in orderto deliver outcomes and benets related to theorganizations strategic objectives.

A programme is likely to have a liespan o severalyears. During a programmes lie cycle, projects areinitiated, executed and closed. Programmes provide anumbrella under which projects can be coordinated, and

the programme integrates the projects so that it candeliver an outcome greater than the sum o its parts.

Characteristics o programme managementGood programme management will be expected tohave the ollowing characteristics.

Focus will be on direction and delivery oorganizational strategy

The delivery o a coherent capability will underpinprogramme activities

Visions and blueprints will be within theprogramme perimeter

Timescales may be loosely dened but there will bea denite end point

Risk will be viewed in terms o aggregation andoperational transition

Issue orientation will be towards resolving inter-project escalations and benets delivery

Benet realization will be dominant, with signicantocus on the rigour o benet descriptions andrealization delivery

Stakeholder management will be ocused at alllevels within the organization and on key externalinfuencers

Governance will be achieved through consistentprogramme strategies and the application oorganizational or portolio standards, wherethey exist

Planning will be orientated towards deliveringoutcomes through step changes (tranches) andmanaging project interdependencies

Business cases will ocus on benecial changebalanced against the cost o delivery.

Attributes o programme managementThe ollowing sections set out the attributes oreach o the seven Process Perspectives within theProgramme Management Maturity Model, at eacho the ve Maturity Levels, along with a descriptiono each attribute.

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Portolio, Programme and Project Management Maturity Model (P3M3) 3


PgM3 - Management Control Level 1DescriptionProgramme management terminology is used by some

members o the organization but not consistently, andpossibly not understood by all stakeholders.

Programmes are conducted and managed accordingto individual preerences.

Specifc Attributes1. Programme management may be seen simply as

coordination o multiple projects

2. No clear lie cycle ollowed by individualprogrammes

3. Programme adoption initiatives come rom

project teams rather than strategic commitment4. Any programme success is achieved through

enthusiasm and determination ratherthan structure

5. Programme management is likely to be avague idea, perhaps limited to one departmentundertaking a lot o projects and trying tocoordinate them

Generic Attributes1. Training provision is uncoordinated, with little or

no knowledge sharing

2. Key individuals lack experience

3. No standard roles, and responsibilities are notdened or are generic

4. Some inormation available but is outdated,unstructured and dispersed

5. Limited, i any, ormal checking or review

6. Plans, i any, are conceptual or merely sequenceso events with rough timescales

7. Planning, i any, likely to be an initial activity with

little maintenance o ownership or tracking

PgM3 - Management Control Level 2DescriptionThe concepts o programme management will havebeen grasped by the organization and there maybe local experts, such as experienced programmemanagers, working on key programmes.

Specifc Attributes1. Some strategic alignment o some programmes,

but may be tentative and non-committal or may

only exist at denition and is not maintained

2. Evidence o project-based controls and tools stillbeing applied to some programmes

3. Programme management approach is evolvingand inconsistent, but there may be evidence ogood practice in some areas

4. Common vocabulary beginning to evolve

5. Good examples o deployment but withinconsistency and varying levels o commitment

6. May be some strategic acknowledgement othe value o programme management butcontrols tend to be ocused on identicationand denition

Generic Attributes1. Localized inormation structures, with some

inormation sharing between teams

2. Focus on documentation during start-up anddenition, but not maintained over initiativeslie cycle

3. Limited localized inormation controls, with noormal release management arrangements

4. Local reviews, with some corrective actionsundertaken within the group

5. Generic training may be provided in key concepts,and there may be individuals undertakingqualication training

6. Local sharing o knowledge may exist but mostlyad hoc

7. Key individuals may have practical deliveryexperience and track record

8. Roles, responsibilities and competencies denedin some areas but not consistently across theorganization

9. Plans exist but are not underpinned by consistentdevelopment methodology, yet may still beeective locally

10. Planning seen as activity tracking rather thanproactive/orecasting

11. Estimation is more guesstimation and doesnot use standard techniques

PgM3 - Management Control Level 3DescriptionThere is a centrally dened and documented approachto a programme management lie cycle and controls,and it is applied in all programmes by capable stawho support programme teams.


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Specifc Attributes1. Central group dening programme management

lie cycle and management controls

2. Regular and standard progress reporting toProgramme Board and governance groups

3. Programme lie cycle exists, with clearly denedcritical points (gates) and is applied consistently

4. Cross-project issues managed at programmelevel, with clearly dened escalation paths toenable resolution

5. Consistent process or identication andresolution o issues

6. Programmes have clearly dened descriptions

o uture state o the organization (blueprints ortarget operating models)

7. Programme lie cycle and controls based onconsistent and centrally mandated ramework

8. All programmes have a Programme Board (orequivalent) that unctions eectively

9. Interace between business strategy andprogrammes maintained throughout lie cycle

10. May be over-ocus on templates, causinginfexibility, but with recognition o needor fexibility

Generic Attributes1. Inormation has a reresh cycle or is regularly

accessed

2. Organization-wide inormation standards oncondentiality, availability and integrity

3. Formal inormation release managementprocedures

4. Independent reviews take place

5. Scrutiny largely or compliance reasons,

identiying ailures rather than opportunitiesor improvement

6. Plans developed to a central and consistentstandard that is output- or goal-based

7. Plan development takes into account a range orelevant actors

8. Evidence o eective estimating techniques

9. Dependencies are identied, tracked andmanaged eectively

10. Training is ocused on the organizations

approaches and raising competence oindividuals in specic roles

11. Forums exist or sharing organizationalexperience to improve individual andorganizational perormance

12. Centrally managed role denitions andsets o competencies dened and used tosupport appointments

PgM3 - Management Control Level 4DescriptionProgramme management is seen as a key tool or thedelivery o strategic change objectives.

Within the programme environment the ocus is onimprovement o delivery through measurement andanalysis o perormance.

Specifc Attributes1. Flexible consideration o route and controls or

programmes, applying controls as and whennecessary, such as at critical points (go/no-godecision points)

2. Processes reviewed and evidence o best practiceand latest techniques being adopted

3. Organization-wide acceptance o a commonapproach that is supported by managementbehaviour

4. Programme lie cycle ocused on deliveringincreasing organizational capability

5. Flexible deployment o programme lie cycle

6. Programme progress reported regularly toExecutive Board

7. Eective management o programmes usingbenchmarks and metrics to track progress

8. Blueprints (or target operating models) anddened outcomes at the core o planning andprogress measurement

9. Programmes reviewed at critical points (go/no-godecision points) and direction changes take placewhen required

10. Evidence o critical point reviews leading toprogrammes being stopped

Generic Attributes1. Inormation is current and extensively reerenced

or better decision-making

2. Trend analysis and measurement undertakenon perormance inormation to identiy

improvement opportunities3. Knowledge management is a central unction

and is used to help improve perormanceand planning


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4. Reviews ocus on opportunities to improve aswell as compliance

5. Plans kept up to date, with the application

o sophisticated planning techniques andrecognition o interdependencies

6. Extensive training is provided, ocusing onpersonal development and perormanceimprovement

7. Evidence o interventions to avoid conficts andtake advantage o opportunities

8. Mentoring and individual development is used toimprove organizational perormance

9. Succession plans exist or key roles

PgM3 - Management Control Level 5DescriptionManagement controls ensure that the programmeapproach delivers the strategic aims and objectiveso the organization.

Acceptance o programme management as theoptimal approach to strategic delivery isorganization-wide.

There is evidence o continual improvement.

Specifc Attributes1. Strategic and business planning cycles integrated

with programme planning cycles

2. Mature programme management processesthat are proven and have been optimized tomaximize the likelihood o delivery success

3. Long-term evidence o programme managementcommitment exemplied through numerousprogrammes having ollowed a dened lie cycle

4. Subject matter experts collaborate withpractitioners to optimize processes

5. Escalation routes rom programmes to ExecutiveBoard are eective and provide resolutions

6. Organizational strategy directional changesinclude consideration o impact on programmes

7. Evidence o programmes diverted or stoppedater review

Generic Attributes1. Inormation is valued, with continual

maintenance and reerence

2. Evidence o extensive intelligence-gatheringprocesses, with inormation disseminatedthrough a variety o channels

3. Review and improvement is continual andproactive, with lessons being shared openly

4. Planning inherent in decision-making process,

with adjustments and implications managedand deployed

5. Active management o interdependenciesbetween initiative plans and other business plans

6. Estimations are accurate and used eectively toensure delivery

7. High levels o competence embedded in all rolesand seen as part o career paths

8. Knowledge transer is an inherent behaviourwithin the organization

9. Skills embedded into organizational leadershipand management development programmes

PgM3 - Benefts Management Level 1DescriptionThere is some recognition that the concept o benetscan be dierentiated rom programme outcomes.

Specifc Attributes1. No consolidation o project benets

2. Benets dened in terms o outputs and

results rather than measurable perormanceimprovement

3. Benets management has no commonunderstanding or denitions, but may beelements o a common vocabulary

4. Descriptions o benets are brie and may besimply bullet point lists

5. No evidence o specic ownership o actionsassociated with benets realization

Generic Attributes

1. Training provision is uncoordinated, with little orno knowledge sharing






7. Planning, i any, likely to be an initial activity withlittle maintenance o ownership or tracking


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PgM3 - Benefts Management Level 2DescriptionBenets are recognized as an element within

programme business cases. There may be somedocumentation regarding who is responsible orparticular benets and their realization, but this isunlikely to be ollowed through or consistent.

Specifc Attributes1. Benets described and dened but not

consistently across the organizationsprogrammes or within individual programmes

2. Benets, where they exist, largely regarded asproject orientated and will vary in dierent areas

3. Evidence o recognition o need to track benetsbeyond go live activities in some areas

4. Some localized ownership o benets

5. Measurement criteria or benets may existlocally, but not consistently applied

6. Dierent areas manage and account or benetsin dierent ways

7. Communities o practitioners may exist andoccasionally collaborate

Generic Attributes

1. Localized inormation structures, with someinormation sharing between teams




5. Generic training may be provided in key

concepts, and there may be individualsundertaking qualication training

6. Local sharing o knowledge may exist butmostly ad hoc



9. Plans exist but are not underpinned by consistentdevelopment methodology, yet may still be

eective locally



PgM3 - Benefts Management Level 3DescriptionThere is a centrally managed and consistentramework or dening and tracking the realization obenets arising rom programme outcomes.

Specifc Attributes1. Centrally dened benets measurement and

assessment mechanisms in place and used byall programmes

2. Centrally managed set o processes, toolsand templates used or benets managementactivities

3. Programme lie cycle includes realization obenets beyond the delivery o capability byindividual projects

4. Allocation o ownership or business activitiesrequired to release the benets (broader thanownership o benets proles)

5. Full description o each benet and detailedexplanations o how they will be achieved instructured documentation with sign-os

6. Benet reviews scheduled or all programmes

7. Benets reviewed by all Programme Boards as astandard activity

8. Evidence o common approach to deningrelationship between project deliverables,achievement o outcomes and realizationo benets

9. Reporting o key perormance indicators relatingdirectly to benets

10. Benets identied at outset o programmes and

underpinning inormation development


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5. Scrutiny largely or compliance reasons,

identiying ailures rather than opportunitiesor improvement


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7. Plan development takes into account a range

o relevant actors



10. Training is ocused on the organizationsapproaches and raising competence oindividuals in specic roles


12. Centrally managed role denitions and setso competencies dened and used to supportappointments

PgM3 - Benefts Management Level 4DescriptionBenets management is embedded within theprogramme management approach and there isa ocus on delivery o business perormance romprogramme outcomes.

Programme perormance metrics are collected

and analyzed.

Specifc Attributes1. Processes in place to identiy and resolve double

counting o benets

2. Executive Board receives regular inormation onbenets realization progress

3. Use o industry techniques to assess andmeasure progress (e.g. Balanced Scorecard)

4. Business perormance measured against historictrends, and impact o programmes and projects

on business perormance ully understood

5. Benets dened at programme level, cascadeddown to projects and tracked

6. Benets categorized, with a mix o long-and short-term benets being pursued byprogrammes; recognition o dierences betweenstrategic benets applicable to all programmesand those specic to individual programmesor projects

7. Benet reviews undertaken regularly and actiontaken to leverage opportunities

8. Dis-benets identied and actively managedas part o benets management processes

9. Various benet measures designed and applied,depending on circumstances

10. Ownership o benets management processes,

with evidence o active improvement andalignment

11. Flexibility in deployment o benets managementprocesses

12. Benets management well established, withproven track record in managing and realizingbenets across the organization

13. Knowledge has been gained and is storedand utilized to manage benets acrossthe organization



2. Trend analysis and measurement undertakenon perormance inormation to identiyimprovement opportunities

3. Knowledge management is a central unctionand is used to help improve perormanceand planning


5. Plans kept up to date, with the applicationo sophisticated planning techniques andrecognition o interdependencies





PgM3 - Benefts Management Level 5DescriptionBenets management is embedded within theorganizational approach to strategic change and isassessed as part o the development o organizationalstrategies.

Business perormance metrics are linked to, andunderpin, the recognition o benets realization.There is evidence o continual improvement.


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Specifc Attributes1. Clear links between strategic decision-making

processes and benets realization, with

management o these links embedded2. Strategic objectives have dened benecial

impacts that are clear and aligned withprogramme priorities

3. Development and use o innovative techniquesbased on experience

4. Management o opportunities to enhancebenets realization potential embedded withinthe organization

5. Strategic priorities seen to aect benetrealization measures and priorities





4. Planning inherent in decision-making process,with adjustments and implications managedand deployed






PgM3 - Financial Management Level 1DescriptionThere is little or no nancial control at programmelevel. There is a lack o accountability and monitoringo programme expenditure.

Specifc Attributes1. Programme management budgets rare

2. Weak or no nancial control o project (and

other initiative) expenditure, may be restricted tocost tracking at best

3. No structured approach to budget development,with budgets likely to be ad hoc and not againststandards

4. Budgets seen in terms o external spend only






5. Limited, i any, ormal checking or review6. Plans, i any, are conceptual or merely sequences

o events with rough timescales


PgM3 - Financial Management Level 2DescriptionProgramme business cases are produced in variousorms and the better and more ormal caseswill present the rationale on which to obtain

organizational commitment to the programme.

Overall cost o the programme is not monitored orully accounted or.

Specifc Attributes1. May be some programme business cases,

but likely to be simple aggregation o projectbusiness cases

2. Programme management costs may be seen asan overhead and benets may not be dened

3. Local nancial processes in place, but no

consistency across the organization

4. Budgets or change management teams notincluded in programme business cases

5. Procurement undertaken inconsistently






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5. Generic training may be provided in key

concepts, and there may be individualsundertaking qualication training




9. Plans exist but are not underpinned by consistent

development methodology, yet may still beeective locally



PgM3 - Financial Management Level 3DescriptionThere are centrally established standards or thepreparation o business cases and processes or their

management throughout the programme lie cycle.

Programme managers monitor costs and expenditurein accordance with organizational guidelines andprocedures, with dened interaces with othernancial unctions within the organization.

Specifc Attributes1. Standardized approach to programme business

case development

2. Issues and risks assessed in nancial terms

3. Guidelines exist on broad range o costs to be

included in, and excluded rom, budgets

4. Programme approval processes integrated withorganizational approval processes and operatedby corporate nance unction

5. Programmes and their projects have scheduledand managed unds

6. Clearly dened levels o authority orexpenditure and sign-o

7. Centrally managed templates or developingbusiness cases and nancial plans

8. Business perormance tracked or evidence obenets realization

9. Contracts placed using proessional procurementsupport to ensure best value or money

10. Standard nancial estimation and value or

money techniques

11. Programme business cases contain a rangeo options that are appraised

12. Programme unding allocated as part oorganizational unding schedules

13. Business case reviews scheduled and undertakenregularly


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5. Scrutiny largely or compliance reasons,identiying ailures rather than opportunitiesor improvement






11. Forums exist or sharing organizational

experience to improve individual andorganizational perormance


PgM3 - Financial Management Level 4DescriptionThe organization is able to prioritize investmentopportunities eectively in relation to the availabilityo unds and other resources.

Programme budgets are managed eectively andprogramme perormance against cost is monitoredand compared.


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Specifc Attributes1. Cumulative nancial margins set or programme

budget and at project level

2. Distinct programme and project budgets,managed and having clear accountability

3. Funds to support programme identied atorganization level and actored intoexpenditure plans

4. Regular business case reviews at critical points(end o tranche or gates) and evidence o thembeing acted on

5. Financial rigour applied to programmes in afexible manner appropriate to risks associatedwith programme

6. Cost o change accounted or in all programmesas well as programme and project managementcosts, and includes operating costs

7. Procurement and contract placement undertakenconsistently







6. Extensive training is provided, ocusing on

personal development and perormanceimprovement




PgM3 - Financial Management Level 5DescriptionProgramme nancial controls are ully integrated with

those o the organization. Cost estimation techniquesused at the programme level are continually reviewedin terms o actual versus estimate comparisons toimprove estimation throughout the organization.


Specifc Attributes1. Programme delivery costs built into business

nancial management cycle

2. Executive Board-level support and commitmentto programme-related expenditure, althoughsometimes managed by Investment Board

3. Programme unding integrated into businessplanning process

4. Organizational nancial risks shared withprogrammes and eective mitigation andsolutions sought

5. Integrated approach to investment management












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PgM3 - Stakeholder Engagement Level 1DescriptionStakeholder engagement and communication is

rarely used by programmes as an element o thedelivery toolkit.

Specifc Attributes1. Concept o stakeholder engagement may be

acknowledged but is undened

2. Programmes communicate with stakeholders onad hoc basis, relying on individuals within theteam taking the initiative

3. No structured approach to stakeholderengagement and communications









PgM3 - Stakeholder Engagement Level 2DescriptionSome programmes will be communicated tostakeholders, but this is linked more to the personalinitiative o programme managers than to a structuredapproach being deployed by the organization.

Specifc Attributes1. Evidence may exist o more sophisticated analysis

and communications planning orsome programmes

2. Most stakeholder analysis is basic andinconsistent, limited to the issue o whatstakeholders are interested in

3. Programmes recognize stakeholder groupingsbut are limited to local knowledge

4. Some programmes have their owncommunications plans but they ocus on merely

transmitting inormation

5. Outgoing communications channels romprogrammes are limited, with ocus on emailor websites

6. Some stakeholders advised or consulted, andeedback processed

7. Key messages delivered inconsistently, with no

audit trails

8. Structured approach beginning to evolve, butbased on good practice o one or two keyindividuals






5. Generic training may be provided in keyconcepts, and there may be individualsundertaking qualication training


7. Key individuals may have practical delivery

experience and track record




11. Estimation is more guesstimation and does

not use standard techniques

PgM3 - Stakeholder Engagement Level 3DescriptionThere is a centrally managed and consistent approachto stakeholder engagement and communications usedby all programmes.

Specifc Attributes1. Centrally dened and consistent approach, and

supporting process, or identiying and analyzingstakeholders

2. Programmes consider stakeholder needsand stakeholders are actively involved indecision-making


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3. Corporate communications (or equivalent)are involved in development o stakeholderengagement processes and procedures

4. Stakeholders have authority and clearly denedroles within programme

5. Audit trails o communications maintained orall programmes

6. Structured, centrally managed communicationsplan balances communications rom allprogrammes

7. Communications channels vary and are used totarget and deliver messages eectively

8. Communications budget exists

9. Much o this approach is provided by thepermanent Programme Oce


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7. Plan development takes into account a rangeo relevant actors


9. Dependencies are identied, tracked and

managed eectively10. Training is ocused on the organizations

approaches and raising competence oindividuals in specic roles


12. Centrally managed role denitions and setso competencies dened and used tosupport appointments

PgM3 - Stakeholder Engagement Level 4DescriptionSophisticated techniques are used to analyze and

engage the programme stakeholder environmenteectively, and quantitative inormation is used tounderpin the assessment o eectiveness.

Specifc Attributes1. Sophisticated approach to analyzing, segmenting

and maintaining stakeholder perspectiveinormation

2. Extensive range o communications channels andtechniques used to deliver messages

3. Eectiveness o communications and stakeholderengagement is measured, and is high

4. Critical stakeholders embedded in decision-making process

5. Stakeholder reactions analyzed, and evidenceo proactive communications managementto infuence stakeholder attitudes and levelso support

6. Programme leaders engaged with andsupporting communications activities

7. Stakeholder identication and analysis coversinternal and external groups, with inormation

maintained centrally

8. Programmes with high levels o market orcommunity consultation are commonly atthis level










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PgM3 - Stakeholder Engagement Level 5DescriptionsCommunications are being optimized romextensive knowledge o the programme stakeholderenvironment, to enable the programmes to achievetheir objectives.


Specifc Attributes1. Stakeholder engagement embedded in the

organizations culture2. Communications active, bi-directional and

embedded in decision-making process

3. Stakeholders ully engaged in change process atall levels

4. Communications recognized by Executive Boardas a key leadership tool

5. Communications measured, relevant and trusted






5. Active management o interdependencies

between initiative plans and other business plans





PgM3 - Risk Management Level 1DescriptionThere is minimal evidence o risk management being

used to any benecial eect on programmes.There may be evidence o risks being documented butlittle evidence o active management.

Specifc Attributes1. Risk register may exist, but unlikely to be

maintained throughout programme lie cycle

2. Focus o management attention is on dealingwith issues as they arise, with a reactive ratherthan proactive approach

3. Risk identication, i any, is a one-o activity

at start-up4. Foreseeable threats regularly impact on

programmes and their projects

5. Inconsistent use o risk management terminology

Generic Attributes1. Training provision is uncoordinated, with little

or no knowledge sharing







PgM3 - Risk Management Level 2

DescriptionRisk management is recognized and used onprogrammes, but there are inconsistent approacheswhich result in dierent levels o commitment andeectiveness.

Specifc Attributes1. Dierent areas and programmes manage risk in

dierent ways

2. Some programmes recognize dierent categorieso risk (e.g. distinguishing between project andoperational risks)

3. Risk responses may be ineective, leading toover-emphasis on issues


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4. Inconsistency o approach to the assessmento risks, and although there may be exampleso good practice in some programmes or some

parts o the business, it lacks consistency5. Local risk management processes in place and

managed by Programme Board and teams

6. Risks may be reviewed by Programme Board butwith varying levels o commitment

7. Processes exist or escalating project risks toprogramme level, and work eectively orsome programmes

8. Risk status reported to Programme Board onad hoc basis

9. Risk management may be seen by manystakeholders as a ritual

10. Little reerence to and understanding o earlywarning indicators

11. Roles and responsibilities or risk managementpresent but inconsistent

12. Risk management may have more ocus duringearly stages o programmes, particularly businesscase approval stage, but ocus not maintainedthroughout programme lie cycle










9. Plans exist but are not underpinned by consistent

development methodology, yet may still beeective locally


11. Estimation is more guesstimation and does

not use standard techniques

PgM3 - Risk Management Level 3DescriptionProgramme risk management is based on a centrallydened process that is cognizant o the organizationspolicy or the management o risks and is usedconsistently.

Specifc Attributes1. Centrally dened risk management ramework

dened, owned and deployed to all programmes

2. Risk management intervention points andreviews embedded within programme lie cycle

3. Risks consistently categorized by type (e.g.commercial, operational or strategic)

4. Standard risk management templates and toolsused extensively and consistently

5. Programme risks tend to have more ocus thanstrategic or operational risks

6. Programme Board reviews risks as a standardagenda item

7. Risk assessment techniques dened anddeployed consistently

8. There is a route or the escalation and delegationo risk responses between programme andbusiness operations and strategy

9. Risk escalation and delegation betweenprogramme and its projects works consistentlyand eectively

10. Regular risk reporting to organizational unctions

11. Ownership o risk responses is being appliedconsistently

12. Permanent Programme Oce will be looking orrisks spanning more than one programme, andaggregating their impact


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PgM3 - Risk Management Level 4DescriptionProgramme risk management is working eectively,is embedded, and the value o risk management can

be demonstrated.

There is evidence o opportunity management andmanagement o risk aggregation.

Specifc Attributes1. Set o known standard risks dened and

allocated to programmes or assessmentand control

2. Aggregated risk levels across programmestracked and managed

3. Clear understanding o level o risk exposure

rom programmes being undertaken

4. Reerence to risk management embedded in allprogramme lie cycle activities

5. Risk management seen as organizationalprocess, with clear ownership

6. Flexible deployment o proven standards andtechniques to help programme processes thatare under continual review, with evidence ocontinual improvement

7. Threshold limits or early warning indicators set,

with associated escalations in place8. Risk management actively owned within

line management as well as programmemanagement

9. Evidence o expertise applied to specialistrisk areas (e.g. nancial, health and saety,environmental, etc.)





4. Reviews ocus on opportunities to improve as

well as compliance5. Plans kept up to date, with the application






PgM3 - Risk Management Level 5DescriptionRisk management is embedded in the culture o theorganization and underpins all decision-making withinprogrammes.


Specifc Attributes

1. Accountability or management o risk atExecutive Board level

2. Executive Board has clear visibility o riskexposure to the organization rom programmes

3. Risk assessment underpins all decision-making

4. Organizational risk management policyand supporting governance deployed intoprogramme environment

5. Programmes react quickly and eectively tochanges in risk prole and exposure

6. Options and risk sensitivity analysis undertaken,and scenario modelling used

7. Risk appetite or each programme dened andused to manage against


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8. Sophisticated approach to risk management,balancing threats and opportunities in thedecision-making process





4. Planning inherent in decision-making process,with adjustments and implications managed

and deployed5. Active management o interdependencies

between initiative plans and other business plans




9. Skills embedded into organizational leadership

and management development programmes

PgM3 - Organizational Governance Level 1DescriptionSome inormal governance o programmes may existbut with undened links to projects and/or broaderorganizational controls. Roles are unlikely to beormally dened.

Specifc Attributes1. Programmes and initiatives make decisions

without reerence to organizational hierarchy

2. Activities likely to be restricted to projectcoordination

3. Programmes may be linked to specic businessunits, with governance conned to theunit rather than integrated into the widerorganization









PgM3 - Organizational Governance Level 2DescriptionProgramme management rom an organizationalperspective is beginning to take shape but with adhoc controls and no clear strategic control. Rolesand responsibilities will be inconsistent, as willreporting lines.

Specifc Attributes1. Programme manager role may not have

embedded organizational authority

2. Programme Boards may exist, but with ad hocmembership, acting more as consultation groupsthan delivery groups

3. Governance responsibilities dealt with in adhoc way, and not in line with organizationalgovernance requirements

4. Corporate unctions not reerenced inprogramme design and delivery

5. Business change managers or leaders may existbut roles not embedded in programme and theymay lack consistency or authority




3. Limited localized inormation controls, with no

ormal release management arrangements







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PgM3 - Organizational Governance Level 3DescriptionCentrally dened organizational controls are appliedconsistently to all programmes, with decision-makingstructures in place and linked to organizationalgovernance.

Specifc Attributes1. Legal and regulatory controls embedded

in programme lie cycle and processes

2. Decision-making within programme hasaudit trails

3. Process exists or stopping or changing aprogrammes direction

4. Clear reporting lines within the programme,including to senior management

5. Personal objectives/perormance and programmemanagement responsibilities dened or keyindividuals

6. Standard programme organizational structureavailable or use by each programme anddeployed fexibly

7. Reporting structure in place, used consistentlyto keep the business inormed o programmeprogress and interweaving with current businessperormance reporting

8. Dierence between responsibility and

accountability clearly developed withinprogramme management ramework

9. Responsibility or programme processesclearly dened and linked to organizationalresponsibilities where appropriate

10. Central gathering o business perormanceinormation as well as programme perormanceinormation

11. Business change managers or leadersembedded within programme organization andundamental to decision-making, with adequate

authority to orchestrate any changes required12. Business lie cycle activities (e.g. year end)

actored into change plans


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11. Forums exist or sharing organizationalexperience to improve individual and

organizational perormance


PgM3 - Organizational Governance Level 4DescriptionThere will be clearly aligned programme decision-making processes that adopt and integrate withbroader organizational governance and which aretransparent to those involved.

Programme management responsibilities areembedded within broader role descriptions.

Specifc Attributes1. Executive Board approves all programmes

2. Executive Board actively engaged withprogrammes and related business changeactivities

3. Decision-making includes equal emphasis onorganizational survival and continuity with theneed or change

4. Cross-reerence to other Programme Boards indecision-making process


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5. Clear and visible leadership or sponsoring group,to maintain strategic alignment o programmes

6. Decision-making includes approvals rom key

governance groups at key critical points (gates)throughout programme lie cycle

7. Individual executive objectives have programmemanagement achievements built into them

8. Post-programme reviews take place and lessonsare documented and deployed

9. Decision-making eectiveness reviewed andimprovements sought

10. Integration o operational and programmemanagement techniques to enhance

optimization o perormance11. Ideas and new propositions reviewed and

built into programme approach throughoutprogramme lie cycle

12. Change controls include impact assessmentso business processes

13. Experience o previous changes built intochange plans






5. Plans kept up to date, with the application






PgM3 - Organizational Governance Level 5DescriptionThe governance arrangements or programmes

are a core aspect o organizational control, withdemonstrable reporting lines to Executive Board leveland with clear ownership and control responsibilitiesembedded within the organization.


Specifc Attributes1. Individual terms o reerence or Executive Board

members include programme responsibilities

2. Organizational governance controls embeddedwithin programme governance

3. Legal and regulatory responsibilities havevisible compliance

4. Decisions on priorities and major confictresolution resolved by reerence to strategicpriorities and Executive Board

5. Executive Board-level ownership o strategicoutcomes and contents o programmeblueprints/target operating models

6. Pre-emptive and rational programme closurebased on business decisions other thanprogramme perormance

7. Organization maintains balance o programmesdesigned to achieve business objectives, with risklevels possibly varying

8. Alignment between organizational andprogramme leadership

9. Formal ideas management process exists,with ideas deerred or built into strategywhere appropriate

10. Strategic transormational processes incorporateprogramme processes

11. Executive Board-level reaction to, andmanagement o, business perormance relatingto programme-initiated activities

12. Leadership development programme includesprogramme leadership education



2. Evidence o extensive intelligence-gatheringprocesses, with inormation disseminated

through a variety o channels


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4. Planning inherent in decision-making process,

with adjustments and implications managedand deployed






PgM3 - Resource Management Level 1DescriptionThere is some recognition within the organization othe need to manage resources eectively to enablesuccessul delivery o programmes, but little evidenceo resource acquisition, planning or management.

Specifc Attributes1. Recognition that programmes exist but limited

or no allocation o resources or programmemanagement

2. Programme use o resources may be unrealisticand/or have aggressive milestones that areunachievable

3. Some tracking o activity or inputs but notracking o delivery








7. Planning, i any, likely to be an initial activity with

little maintenance o ownership or tracking

PgM3 - Resource Management Level 2DescriptionResources are being deployed across the organization

and individual programmes have an approach toresource acquisition, planning or management.However there is little evidence o consistencyo approach.

Specifc Attributes1. Evidence o resource management techniques

deployed locally

2. Ad hoc involvement o procurement inresourcing plans

3. May be too much dependence on one type oresource, whether internal or external

4. Little evidence o strategic attempts to shareresources with other programmes or initiativesbut may be some examples o this developing

5. Recognition o peoples capabilities but notcapacity limitations

6. May be avoidance o using organizationalresources or ear o intererence or losso autonomy






5. Generic training may be provided in keyconcepts, and there may be individuals

undertaking qualication training




9. Plans exist but are not underpinned by consistentdevelopment methodology, yet may still be

eective locally10. Planning seen as activity tracking rather than

proactive/orecasting


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PgM3 - Resource Management Level 3DescriptionThe organization has a centrally dened andadopted set o procedures and managementprocesses or acquiring, planning and managingprogramme resources.

Specifc Attributes1. Centrally dened and owned resource

management ramework or policy in placeor programmes

2. Frameworks in place with external market orprovision o resources to meet shortages andexpertise peaks

3. Resource utilization tracking and productivitymonitoring occasionally undertaken, usingindustry standard techniques

4. Resource planning undertaken in broadest sense,not limited to human resources

5. Proessional procurement support orprogrammes

6. Supplier selection structured and open, and

compliant with organizational standards

7. Management o resource shortalls may ocuson de-conficting problems arising betweenprogrammes, rather than on strategic resourcemanagement across the whole organization


accessed











12. Centrally managed role denitions andsets o competencies dened and usedto support appointments

PgM3 - Resource Management Level 4DescriptionResource management or programmes is consideredat a strategic level within the organization.

There is evidence o resource capacity management,through capacity planning, in order to meetprogramme delivery needs.

Specifc Attributes1. Resource utilization and eciency is tracked

and measured

2. Evidence o interventions to de-confict resourceproblems beore they arise

3. Active leveraging o supply chain to optimizeresource utilization between internal and

external resource pools

4. Contract management skills embeddedin programme team to maximize supplychain utilization

5. Evidence o benchmarking resource utilizationwith other organizations and programmes

6. Active management o impact o programmeson operational capacity

7. Business change teams in place, actively involvedin modelling operational capacity and with

capability to support programmes8. Knowledge o business operations embedded

within programme teams, helping withunderstanding o resource requirements

9. Central resource management tools in place,maintained and supporting programmes



2. Trend analysis and measurement undertaken

on perormance inormation to identiyimprovement opportunities


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PgM3 - Resource Management Level 5DescriptionResources are deployed optimally. There is clearevidence o load balancing and the eective useo both internal and external resources across allprogrammes


Specifc Attributes1. Active strategies or development o internal

capacity and capability

2. Flexible resource availability and movementbetween programmes, projects and operations

3. Decisions are evidence based, with sophisticatedanalysis o resource availability and capacityacross the organization

4. Resource modelling tools used to optimizeutilization, based on a range o scenarios

5. Organizational resources are fexible and mobile,able to move seamlessly between project andprogramme teams

6. Procurement seen as strategic tool ordeveloping supply chain optimization orprovision o resources

7. Supply chain valued as an asset to be utilizedrather than exploited












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p3m3 programme model

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