AXELOS Best Practice PPM Portfolio - Difi · AXELOS Best Practice PPM Portfolio. Agenda • OGC to...

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COMMERCIAL IN CONFIDENCE


2nd May 2016

AXELOS Best Practice PPM Portfolio

Agenda

• OGC to AXELOS • Portfolio overview• PRINCE2 usage

• Exam data analysis• Research findings:

• PRINCE2• Agile

• Case Studies• Q&A (10 mins)



OGC to Cabinet Office to AXELOS

Cabinet Office

TSO APMG Single EI

ATOs

End Users

AXELOSCapita 51%,

Cabinet Office 49%

TSO Multiple EIs

ATOs

End Users



AXELOS Portfolio overview

Common glossary



Global growth PRINCE2

0

20000

40000

60000

80000

100000

120000

140000

160000

180000

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015



PRINCE2 Global Adoption

272,000+

17,500+39,000+

30,000+

5,500+

Combined PPM exam figures in 2014 and 2015

Why do people get certified?

0,0% 5,0% 10,0% 15,0% 20,0% 25,0% 30,0% 35,0% 40,0% 45,0%

RoW

Top 5 PRINCE2 Countries

RoW


RoW


RoW


RoW


RoW


RoW


Ski

llsde

velo

pme

nt

Car

eer

prog

ress

ion

Req

uire

me

nt a

s pa

rtof

my

role

Car

eer/j

obch

ange

Man

date

dby

my

orga

niza

tion

Rec

omm

end

ed b

y a

colle

ague

/pe

er

Oth

er(p

leas

esp

ecify

)

What job roles take PRINCE2?

0,0% 5,0% 10,0% 15,0% 20,0% 25,0% 30,0% 35,0% 40,0%

Legal

Finance

Accounting

HR

Sales

Marketing

Product Management

Business Development

Engineering

Operations

Other

Senior Management

IT

Consultant

Project/Programme/Portfolio Management

No12 %

Not sure3 %

Partly28 %

Yes57 %

Consultants

Value of PRINCE2 to role by job function

No10 %

Not sure2 %

Partly40 %

Yes48%

IT

No15 %

Partly44%

Yes41 %

Operations

No11 %

Not sure2 %

Partly26 %

Yes61 %

Project/Programme/Portfolio Management

No9 %

Not sure9 %

Partly33 %

Yes49 %

Senior Management

No20 %

Not sure6 %

Partly28 %

Yes46 %

Other Responses

Level of Adoption by Industry

2,00

2,10

2,20

2,30

2,40

2,50

2,60

2,70

2,80

2,90

3,00

Business andsupport services

Financialservices

Informationtechnology

Professionalservices

Public servicesand admin

Telecommunications

Level of Adoption by Organization Size

2,00

2,10

2,20

2,30

2,40

2,50

2,60

2,70

2,80

2,90

3,00

0-99 100-499 500-1499 1500+

Agile: Individuals Value vs. Organizations Appetite by industry

2,00

2,20

2,40

2,60

2,80

3,00

3,20

3,40

3,60

3,80

4,00

Business andsupport services

Financialservices

Informationtechnology

Professionalservices

Public servicesand admin

Telecoms

OrganizationsAppetite Avg.Individual Average(adjusted scale)

Average

37.1%difference

Download the Full report:www.AXELOS.com/2016-prince2-report



FES and PRINCE2

• Problem statement control of project within a portfolio

• Solution implement a P3O using PRINCE2

• Embedding a tailored project management method

• Gave a project portfolio and prioritisation criteria

• Better use of scarce resources• Improved transparency across

projects• Improved project integration



Scheidt and Bachmann and PRINCE2

• Design, and produce new ticket machines with non-negotiable delivery date

• Contributors to project success– Controlled initiation gave common

understanding– Robust communications strategy– Robust risk management– Formalised work packages and

agreement on deliverables– Robust configuration

management– Scorecard reporting– Issue management to support

decision making and prioritisation



Konica Minolta and PRINCE2

• Three tiered approach– Awareness – for all– PRINCE2 foundation – those

working on projects– PRINCE2 practitioner – project

managers• Improved project start up

– Projects with defined CSF rose from 45% to 100% in a year

– Improved project delivery from 23% to 90%

– Increased pool of trained project managers



Department of Parliamentary Service and PRINCE2

• Fused three separate departments together

• Implemented PRINCE2 as single project approach

– Common ways of working• Increased individual awareness

– Roles and responsibilities• Governance principles that

supported decision making• More effective stakeholder

management• Improved options appraisal



Port of Rotterdam and PRINCE2

• Extension to the port of Rotterdam– Land reclamation– Port infrastructure– Cost €2.6B, 3.5 years, 20,000

people• PRINCE2 project governance

– Kept project on time and to budget

Hans SMITCEO

Port of Rotterdam

‘The project governance was one of the key factors for the success of the project. After three-and-a-half years of hard work, the seawall closure is a milestone in Dutch history. The sea defence surrounding Maasvlakte 2 is closed and will protect 2,000 hectares of new Holland.’



GDF Suez and best practice

• New company needing to separate BAUand projects

• Developed portfolio of existing initiatives• Developed a tailored project lifecycle using

PRINCE2, MSP, MoP, MoR, P3O and ITIL• Trained and supported users• Improved project start up and resource

allocation• Reduced slippage• Increased confidence

• Advice for someone doing this:“Cherry-pick what is appropriate for your environment – adopt and adapt. There is no one framework which is a silver bullet. Put the parts together and you have a powerful formula.”



BT Design and Moorhouse Consulting

• Rationalisation of disparate and legacy systems

– P30 essential to implement portfolio management approach

– Required collaboration to harness organisational energy to drive through change

– Consistent approach, visibility and balance in the portfolio was hugely valuable.

– Highlighted which decisions could and couldn’t be made

– Early success drew in other projects (scope creep?)

– No place to hide!



DECC and P3M3

• DECC were concerned that– updates could negate

improvements made to date– Inclusion of new topics make levels

fundamentally more difficult• However they found there was

– Less impact on department– Improvements made in other areas

not previous test boosted their P3M3 score

– Improved detail allowed for great prioritisation within the departmental improvement plan



London Underground and P3M3

• Followed collapse of Metronet need to in-house project management

• Annual spend more than £1.4B• Common language• Single project management

framework• Embedded into business sponsors

close to critical stakeholders• Level 1 to Level 3 took 3.5 years• Saved £422M



Case study details at www.axelos.com

Thanks for listening

Mike Acaster

[email protected]

AXELOS Best Practice PPM Portfolio - Difi · AXELOS Best Practice PPM Portfolio. Agenda • OGC to...

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