NEWS - Governance as a PMO
David Dunning is presenting at the APM PMO SIG Webinar in September
Title: Governance as a PMO - I just need to do what each programme board asks me, right?
Projects and programmes can (or maybe should?) be very focused seeing only their needs. How do we avoid possible inefficiency of parochialism to enable organisationally aligned, effective decision-making?
Find out more and register here
Innovative Services Portfolio
Chase Management Services is a new company born out of years of engagement with hundreds of companies. We work with people to improve, innovate or perhaps invent an ecosystem to govern and manage portfolios of projects and programmes. Our business consists of:
- Business Integrated P3M Governance - a set of services from consulting to technology
- Core P3M Data Club - a voluntary, for the public domain collaboration on Portfolio, Programme and Project Management (P3M) data
- P3M and Business Consulting - traditional services to help you explot good practice
- Meeting Quality - a technology solution to support better relationships
BIG but simple
Business Integrated P3M Governance
The Business Integrated Governance (BIG) framework enables us to manage the journey from Main Board Opportunities, Threats, Imperatives and Goals to Objectives, Targets and Challenges shared with Change Portfolio Leaders and Operations Heads in Strategy and Busienss Plans. We assume delivery through programmes and projects alongside operations for collaboration on finance / resource prioritisation and management.
Without a BIG framework, our P3M governance may be more expensive to run and less effective than it could be. This will impede our business agility meaning we do the wrong things too long and attack the right things too slowly. Accountability will be more opaque than necessary, and our overall our strategy outcomes may be less than we plan for. We are lumbered with a propensity to 'problem solve' rather than manage / avoid business risk as we manage by integrating components more than assuring the integrity of how our governance works.
BIG defines a governance framework, indicates support / assurance assumptions, and provides a data model for management dashboards that support performance management, forecasting and decision making that assures integrity around our strategy delivery. We provide a holistic, sensible approach to making this work. WE ARE NOT prescriptive about delivery methods or tools, but we are prescrtiptive in that whatever methods or tools you have - we need them to support governance. This will deliver more strategy outcomes, greater business agility, lower management overhead and efficiency benefits.
Core P3M Data Club
The Core P3M Data Club has been going since November 2018, and has delivered a Core Data Model for Portfolio, Programme and Project Management, with extensions for Main Board, Finance, and Management Teams.
The proposition is that an organisation can use whichever tools, methods and lifecycles relevant to its portfolios and workstreams, but where it integrates with the business (for example to take direction / remit, to secure funding / manage cost, to secure resource allocation / collect actuals, coordinate with customer / supplier, and plan / realise benefits - there are protocols for how to work and the data needed.
Find out more about the voluntary Core P3M Data Club initiative.
Join the Core P3M Data Club on LinkedIn
Access our outputs on the Praxis Framework
Plus - We made a short video (a little while ago now) which explained some of our original drivers in 5 minutes in a Major Project Association Interview.
Core P3M Data Club Overview
P3M and Business Consulting
Leadership Support
Portfolio, Programme and Project Management are disciplines organisations need to translate main board objectives into prioritised roadmaps, change / benefit and outputs.
We can all do better. CMS can help if you'd like to fix / improve / excel.
We identify, justify, define, deliver, support and sustain change through people, process, technology, organisation and governance.
‘Doing it better’ can of course mean efficiency and effectiveness, but it also means less ripples within operations and greater business agility on the way to strategy attainment for top leadership.
Relationships ok?
Meeting Quality
Broken or failing relationships can diminish our team outputs, reduce the speed and quality of our decision making, and adversely affect the success we may have in negotiations.
We hire and develop good people, and rely their ability to charm and to read situations. But while on video calls, can we sense much beyond the people who speak? If the plain language of our text and voice is not quite as it should be - we have little to tell us if we're grating with people.
If networks and relationships are fundamental to our businesses - we need to know where weak spots are starting to appear and strengths are starting to grow. We should not be afraid of what we or other people feel. If we're not face to face with people, maybe its a good idea to get a little technology to help us spot what we cannot see?
Is 45 seconds at key meetings too expensive a price to pay?
All from a simple app and a small monthly fee.