Core P3M Data Club Introduction
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 Core P3M Data Club was formed to create a data standard for portfolio, programme and project management. This enables us to more effectively deliver business integrated governance for Business as Usual and Change. This means our journey from Main Board objectives, targets and challenges can be delivered through portfolios, programmes and projects in the context of finance, management teams, support and assurance more easily and effectively. This will deliver more strategy outcomes, greater business agility, lower management overhead and efficiency benefits.
The team is proud to be volunteer based and it delivers to the public domain. To date (December 2019), 61 people (client organisations, tool vendors, data specialists, consultants) have been personally recognised for contribution to leadership, development or review of the materials (compared to 24 contributors on a recent industry publication).
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 Outputs
For ease of reference, we are calling the scenario we have created and the principles we promote as Business Integrated (P3M) Governance – abbreviated to BIG. The Chapters in the BIG knowledge base contain prose, illustrations and links to the original working materials (which have been subject to less quality review that the prose has). Each has link to further discussion and resources. These include:
Introduction – high level introduction to the ‘problem’, simple perspectives from key stakeholder groups, consequences and outline of the Core P3M Data and Business Integrated Governance Model. This also includes the Framework Overview – basis of the Model, Accountability, the governance framework for accountabilities, introduction to operation using the Model, the importance of cadence and harmonisation, outline of ‘what’s in it for me?’ for key stakeholder groups.
Main Board – Assumptions about how Main Boards relate to P3M, introduction of terms to use in a Business Integrated (P3M) Governance Model, example business agenda for matters relating to P3M for boards, outline Management Information definitions.
Portfolio – Assumptions about Portfolio Management, portfolio classifications used in the Model, the relation of Portfolios to Main Board, Portfolio Leadership Groups and Management Teams. For Portfolio Direction and Progress Groups – outline of assumptions taken from good practice, implied business agenda for portfolios, implied Management Information definitions.
Programme - Assumptions, an example offered from good practice, implied business agenda, implied Management Information definitions.
Project - Assumptions, an example offered from good practice in agile and waterfall delivery models, implied business agenda, implied Management Information definitions.
Finance - Assumptions about the role of Commercial and Finance, Finance Matters related to Projects and Programmes, implied business agenda to support the example scenario, implied Management Information definitions.
Management Teams - Assumptions about the role of Management Teams as Operational Leads, Sponsors of change, managers of resources and owners of benefits. Implied business agendas to support the example scenario, implied Management Information definitions.
Business Support – assumptions about holistic organisation of support within organisations, discussion of support needed for the Model.
Assurance – high level assumptions about assurance, an example assurance assignment and ‘playback’ agenda, implied MI needs.
Data Model – Introduction to data integration, need for data in the Model, Data Approach and the relation to the complete / recurring Main board to Delivery and Back again cycles, data sources, model details, technology discussion.
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