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Slide 1
Overview of
P3M3 V3
2015
Rod Sowden
Aspire Europe Ltd
© Slide 2
Aspire Europe
Formed 2004
MSP lead author 2007
P3M3 lead author 2008
MSP lead author 2011
P3M3 jt lead author 2015
BCM Survival Guide 2014
SRO Survival Guide 2015
Programme Manager Survival
Guide 2015
Easy guide to planning 2015
© Slide 3
Maturity models – why bother?
“If anything is certain, it is that change
is certain. The world we are planning
for today will not exist in this form”
Phil Crosby
© Slide 4
Organisational Performance Journey
• Level 1 is characterised by
heroic and ad-hoc behaviours
• Level 2 is characterised by
groups and teams setting
their own ways of working or
a central approach that is
partially adopted
• Level 3 is characterised by a
consistent approach being
used across the organisation.
• Level 4 is characterised by
continual improvement and
analysis of performance
• Level 5 organisations are
optimised for their
environment
© Slide 5
About P3M3
2005 – P3M3 v1
2008 – P3M3 v2
2015 – P3M3 v3
• Baselining current capability (for later
comparison)
• Benchmarking capability against other
organisations (possibly to harvest best
practice from a community of organisations)
• Discovering capabilities to determine
which areas to concentrate on
• Diagnosing systemic weaknesses to
eliminate root causes and non-confirming
costs
• Prioritising improvement initiatives (based
on any of the above)
• Certifying capability through independent
assessment
© Slide 6
P3M3 maturity model
People
Tools Process
Assignment
The P3M3 model looks for balance between
processes, tools and people, at level 3 these
are normally in balance and at level 4 they are
becoming optimised and efficient.
© Slide 7
Using P3M3 to optimise
£
Money
Spent
Degree of Process / Formality
Point of
Optimum
Balance
“Cost of Winging it!” “Cost of Prevention”
£
Money
Spent
© Slide 8
What did we learn from P3M3 Version 2
People found the style
endearing, but not easy to
assess
Assessments offered too
much flexibility
Designed for self delivery
organisations
Self assessments were
misleading and needed to
be improved
Needed to be widened and
deepened for accuracy
© Slide 9
What did we achieve with P3M3 Version 2
Transport for London
Main UK public sector
Transport sector
NDA and Sellafield Ltd
Australian government
FIFA
Gatwick Airport
London Olympics
Queensland Government
New Zealand government
Measurement of Suppliers
Partner
We got it
right !
© Slide 10
P3M3 has provided evidence of the cost of low maturity
Slow or random decision
making
Poor requirements
Duplication and overlap
Poor knowledge management
Poor team performance
Excessive meetings
Using poor frameworks and
process
Hidden operational costs
Excessive reporting and
documentation
Transport for London - £1bn saving
moving from level 1 to 4 in 5 years
PMI - High maturity organisations
within 2% of budget, low maturity
normally 30%+
UKBA saved 40% of training budget as
a result of a survey
Estimated 500 assessment of 200
organisations, we have done over half
Mandated in Australia and New
Zealand. All UK central government and
the core cities
© Slide 11
Whats new in P3M3 Version 3
2 years of design, development and
testing
Increased alignment with industry
bodies of knowledge, notably PMI,
IPMA, ISO21500 and APM
More breadth – e.g. commercial
management
More depth – e.g. behaviours,
model integration
Easier to use – simple on-line self-
assessment
Better diagnostics – identification
of common weaknesses
© Slide 12
P3M3 Cube Threads Common assessment areas across each perspective
Tools and techniques Standards and processes
Information and knowledge Organisation
Assurance Behaviours Plans
Org
anis
ational G
overn
ance
Managem
ent
Contr
ol
Benefits
Managem
ent
Ris
k M
anagem
ent
Fin
ance M
anagem
ent
Sta
keh
old
er
Managem
en
t
Resourc
e M
anagem
ent
Perspectives The major process groupings within P3M3
The P3M3 model is 3
dimensional, it consists of the
5 levels associated with
CMMI.
It has 7 perspectives, these
are the main process groups
associated with P3M, they
exist within each of the 3
models and are the basis for
reporting. The perspectives
were added in the 2008
version.
These are complemented by
Threads, these are used to
support the diagnostic and
identify any systemic
weaknesses that is affecting
all the perspectives. There
are a minimum of 9 threads
and up to 13, depending on
the scope of an assessments
© Slide 13
Threads – common areas we review
