eLearning Log in
Login here using your username and password
Department for Energy and Climate Change shares its experience with P3M3® v3.0
The Department of Energy and Climate Change now BEIS) have been a client of Aspire Europe since 2009, we have been their supplier of choice for the provision of their P3M3® assessments and training services.
In this official case study, DECC set’s out the benefits that they have enjoyed from using P3M3® Version 3 during the piloting.
We wrote the planning book because we saw so many organisations struggling with the quality of their planning. Schedule problems normally happen because of a lack of preparation in the early stages of the project rather than issues with the schedule itself.
We thought it would be a good idea to revisit some of the guiding principles that underpin the world of portfolio, programme and project management. In a world of information overload, it is very easy to lose sight of what matters, so this is the first in a series of posts that we revisit to remind about some core concepts.
In this article, we revisit benefits management, which is still one of the most mysterious disciplines in the world of transformation. Benefits appear like magic when the business case is being written. With earnest consideration and challenge, even more mysteriously, they seem to disappear as soon as the business is signed off and people get down to the real business of delivering stuff, probably never returning to the sticky subject of benefits and why the change was initiated in the first place.
We’ve pulled together some of what we have found to be guiding principles which may increase your chances of achieving your benefits delivery.
Establishing control gates to support effective project and programme management is the hurdle that many organisations seeking P3M3® level 3 status struggle to overcome. We have set out the problems that we have seen organisations face and advice on how to go about implementation, click here for the article
Here are five good reasons why you need to have gates:
Project Controls means many things to many people.
In our PM Drop In video we have put together a quick and informal run through of the key concepts you should be aware of. T
If we can help further, why not do our Fundamentals course on Project Controls to give you a bit more insight – contact us for more information
Fresh Look – Is a series of articles taking a look at common topics to try to come up with some new ideas and insight into problems that seem to repeat themselves across many organisations.
In a world of information overload, it is very easy to lose sight of what matters, and that makes the vision even more important. In this post, we visit the old vision statement chestnut. Everyone loves talking about visions and leadership but when the opportunity comes to put them into practice within a programme environment, quite frankly most of them are about as much use as an umbrella in a wind tunnel. 
In this MSP Sound bites – Vision Statements, art form or methodology, we briefly reflect on a topic that is at the source of most programme failures due to not establishing a vision that people understand and genuinely commit to, is a core source of programme failure.
P3M3® (Portfolio, Programme and Project Management Maturity Model) is a credible and proven tool to help us understand our maturity in managing change initiatives, to allow us to better understand what specific improvements in maturity might deliver to us in terms of benefits and strategic advantage, and to allow us to plan our journey to step changes in performance.
If you are new to P3M3 please check out this link
To find out how P3M3 can help with your improvement roadmap, please read this article
P3M3® is a[registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
We wrote the planning book because we saw so many organisations struggling with the quality of their planning. Schedule problems normally happen because of a lack of preparation in the early stages of the project rather than issues with the schedule itself.
MSP Survival Guide for Senior Responsible Owners has been written specifically for you (the SRO), full of helpful advice to make your hectic life easier
There are many reasons why programmes fail, but failure to grasp the scale of the change being delivered and weak leadership of the programme teams are often contributing factors.
As you are unlikely to have time to read the MSP guide or to go on courses, we have covered the main things that you will need to know in a format that can be easily referenced.
In this series of extracts we are publishing a summary of the key points from each of the chapter of the MSP Survival Guide for SROs. If you would like to buy a copy, please follow this link and quote the discount code of SG15 for a 10% discount.
Here is our advice for SROs on the Programme Business Case
Nothing defines humans better than their willingness to do irrational things in the pursuit of phenomenally unlikely payoffs.’ Scott Adams
The absolute worst sin you can commit is deliberately underestimating the cost and timescale to get your pet initiative accepted hoping once its underway it wont get stopped even though the cost increases. There are likely to be few if any winners but there will be lots of losers such as those who don’t get the benefits.
You should keep the business case close to hand (or at least the summary if it is one of the 100-page types). The business case is your contract with your Executive and investment decision makers, and you are accountable for delivering on that contract, so use it as your decision-making compass.
For the full extract, read on
MSP Survival Guide for SROs tasters – Programme Business Case
MSP Survival Guide for Senior Responsible Owners has been written specifically for the SRO, full of helpful advice to make your hectic life easier
There are many reasons why programmes fail, but failure to grasp the scale of the change being delivered and weak leadership of the programme teams are often contributing factors.
As they are unlikely to have time to read the MSP guide or to go on courses, we have covered the main things that you will need to know in a format that can be easily referenced.
In this series of extracts we are publishing a summary of the key points from each of the chapter of the MSP Survival Guide for SROs. If you would like to buy a copy, please follow this link and quote the discount code of SG15 for a 10% discount.
‘“If we don’t know where we are going, how will we know when we have arrived let alone how we are going to get there?” – Yendor Nedwos
You need to grab the vision for the programme. The vision is the guiding star that should inspire those working on the programme on what may be a long and challenging journey. People expect the leader to have a vision for a better future that they can follow, if you don’t believe in the vision, you will find it very difficult to be an effective and successful SRO
Creating a blueprint challenges people to think through the consequences of the vision, which may identify issues and decisions that people would rather not have to make. Those decisions will fall to you to make, or you will need to present them to the sponsoring group or other senior people for them to make decisions. Without a blueprint it is not possible to effectively estimate benefits or what capability you will need delivered by the projects
Follow this link for a larger extract – MSP Survival Guide for SROs tasters – Programme Vision and Blueprint
