The ODPM Framework - PPM/PMO Project Management Tools

The ODPM

Framework

Overview

Version 2.1

Prepared by: Iain Aitken

26th June 2013

2 © Bestoutcome Limited 2012 2

What is a successful project?

Our definition

CRM installed to

budget and schedule!!

Not only..

Sales up thanks

to the CRM system!!

But also..

• A successful project is one that has demonstrably achieved the

desired business outcomes and delivered the promised business

benefits

3 © Bestoutcome Limited 2012

What is successful project management? Our definition

Time Cost

Quality

Scope

Not only delivering to…

Promised

Business

Benefits

But also delivering…


What is ODPM? • ODPM (Outcome-Driven Project Management) is a ‘lean’ approach

to project management focused on achieving desired business

outcomes and delivering the promised business benefits

• It distils necessary and sufficient practices from established project

management methods (e.g. PRINCE2®, DSDM)

• Key aspects of ODPM are automated in

Project

Outputs

Business

Outcomes Business

Benefits

© Bestoutcome Limited 2012 © Bestoutcome Limited 2008 © Bestoutcome Limited 2008 © Bestoutcome Limited 2008

Where does the ODPM Framework fit in?

5 5 5 5

Thick

Methods

Thin

Methods

Totalitarianism? Anarchism?

• Scope-driven

• Highly theoretical

• Long/complex project focus

• Highly bureaucratic

• Time/cost-driven

• Minimal theory

• Short/simple project focus

• Minimal bureaucracy

e.g.PRINCE2 e.g. DSDM

Lean

Methods

• Value-driven

• Just enough theory

• Typical project focus

• Just enough bureaucracy

Necessary & sufficient control

ODPM


The 4 Keys to Success


• Build the project on the foundations of clearly defined/agreed

‘SMART’ objectives, scope and Business Case

• Don’t make ‘wishful thinking’ planning/estimating assumptions

• Estimate cost, time and likely benefits honestly and realistically

• Assess project benefits delivery risks, not just project delivery risks

• Strangle unacceptably risky projects at birth!

• Perform project approval and prioritisation based on affordability,

resource/budget capacity, Payback Period and ‘objective’ cost-

benefit-risk comparisons (rather than emotion/conviction)

The Right Project


• Focus on identifying the key milestones that will deliver the

business benefits of the project (Outcome-Driven Planning)

• Plan backwards from the final benefits delivery milestone

• Get (and sustain) sponsor/stakeholder buy-in to the key

milestones

• Plan programmes of projects based on key promoted milestones,

risks and issues

The Right Planning


• Manage risk/issue avoidance/mitigation actions • Manage project stakeholders • Accommodate value-adding change • Ensure Project Board is fully engaged and is proactive in its key

project governance responsibilities • Identify at risk projects as soon as possible and take appropriate

action

• Periodically (at Quality/Control Gates) re-assess the viability and

deliverability of the project (and rescope or terminate if

necessary)

The Right Governance

10 © Bestoutcome Limited 2012 © Bestoutcome Limited 2008

• Plan, manage and measure/report the realisation of business benefits

• Ensure real accountability for project benefits realization • Use business change management techniques to gain full buy-in to

behavioural changes necessary to maximise benefits • Maintain scorecards of project success (e.g. budget, schedule,

benefits success criteria)

The Right Outcomes

What are the Framework components?

Process Model SU1: Define

Project

Brief

PL1: Develop

Project Plan

11

PBD

Document Templates

Process Definitions

PM3 Screens

3

ODPM Process Model


Strategy

SU1: Define

Project

Brief

IP1: Define

Project

Scope

IP2: Define

Project

Business Case

IP3: Prioritize

& Schedule

Project

PL1: Develop

Project Plan

PL2: Develop

Work

Schedules

PL4: Launch

Project

PL3: Develop

Risk/Issue

Logs

Project Closure

& Benefits

Realization

Project Start

Up & Initiation

Project

Planning

Project

Delivery

MP1: Manage

Product

Delivery

SB1: Manage

Stage

Boundaries

CS1: Manage Change

& Progress

DP1: Direct Project

CS2: Manage Project

Communications

Organisational

Strategy

Systems

Strategy

Technology

Strategy

Parallel

Activity

Key :

Project

Management

Process

RB1: Manage

Benefits

Realization

CP2: Perform

PCR

RB2: Perform

PIR

CP1: Close

Project


Process Model with Documents

Strategy

SU1: Define

Project

Brief

IP1: Define

Project

Scope

IP2: Define

Project

Business Case

IP3: Prioritize

& Schedule

Project

PL1: Develop

Project Plan

PL2: Develop

Work

Schedules

PL4: Launch

Project

PL3: Develop

Risk/Issue

Logs

Project Closure

& Benefits

Realization

Project Start

Up & Initiation

Project

Planning

Project

Delivery

MP1: Manage

Product

Delivery

SB1: Manage

Stage

Boundaries

CS1: Manage Change

& Progress

DP1: Direct Project

CS2: Manage Project

Communications

Organisational

Strategy

Systems

Strategy

Technology

Strategy

Key :

RB1: Manage

Benefits

Realization

CP2: Perform

PCR

RB2: Perform

PIR

CP1: Close

Project

PCP CCR

STA

CCR

PBC

PBD

PSD

PBC CBA

PCR

PIR

Parallel

Activity

Project

Management

Process

Document


Process Model with Control Gates

Strategy

SU1: Define

Project

Brief

IP1: Define

Project

Scope

IP2: Define

Project

Business Case

IP3: Prioritize

& Schedule

Project

PL1: Develop

Project Plan

PL2: Develop

Work

Schedules

PL4: Launch

Project

PL3: Develop

Risk/Issue

Logs

Project Closure

& Benefits

Realization

Project Start

Up & Initiation

Project

Planning

Project

Delivery

MP1: Manage

Product

Delivery

SB1: Manage

Stage

Boundaries

CS1: Manage Change

& Progress

DP1: Direct Project

CS2: Manage Project

Communications

Organisational

Strategy

Systems

Strategy

Technology

Strategy

Key :

RB1: Manage

Benefits

Realization

CP2: Perform

PCR

RB2: Perform

PIR

CP1: Close

Project

PCP CCR

STA

CCR

PBC

PBD

PSD

PBC CBA

PCR

PIR

Parallel

Activity

Project

Management

Process

Document

Control

Gate

1

3

5

6

7

2

4


Framework Control Gates

• is acceptably on budget

• is acceptably on schedule

• is likely to deliver the promised benefits

• is acceptably controlling scope

• is acceptably controlling resources

• is acceptably controlling risks

• is acceptably controlling issues

• has satisfactory stakeholder commitment

• is complying with quality standards

A governance review point to

assess if the project


e.g. Control Gate 1 CONTROL GATE 1 CRITERIA

COSTS Preliminary costs are defined, reasonable and potentially

affordable

VALUE

If marked non-discretionary, the project is genuinely

non-discretionary

Preliminary financial benefits are defined and

reasonable

The business value of the project is defined and

compelling

The adverse business impact of not performing the

project is defined and compelling

The proposed project is acceptably aligned with the

business, systems and technology strategies

The payback period is defined and reasonable

The payback assumptions are defined and reasonable

RESOURCES Sufficient resources are available to progress the project to

Control Gate 2

STAKEHOLDERS There is an agreed Project Sponsor

Key Stakeholders are defined

QUALITY The Project Brief Document has been completed and

signed-off

PROJECT INITIATION APPROVAL (Control Gate 1 Criteria met?)

ARE WE ABSOLUTELY CLEAR ABOUT WHAT THIS PROJECT IS INTENDED TO

ACHIEVE? Name Signature Date

Head of Projects

Delivery

Project Sponsor

If rejected/deferred, reasons

This authorises project expenditure up to Control Gate 2


QG1: Are we all absolutely clear

about what this project is

intended to achieve?

QG2: Is there a truly compelling

business case for performing

this project?

QG3/4: Is there still a truly

compelling business case for

continuing with this project?

QG5: Is everybody ready to go

Live?

QG6: Was the project a success?

What lessons can we learn?

QG7: Have we fully realized the

promised benefits?

Framework Control Gates


Framework and PRINCE2

DP

PL MP

SB

CS CP SU IP SU1: Define

Project

Brief

IP1: Define

Project

Scope

IP2: Define

Project

Business Case

IP3: Prioritize

& Schedule

Project

PL1: Develop

Project Plan

PL2: Develop

Work

Schedules

PL4: Launch

Project

PL3: Develop

Risk/Issue

Logs

MP1: Manage

Product

Delivery

CS1: Manage

Change &

Progress

CS2: Manage

Project

Comms

SB1: Manage

Stage

Boundaries

DP1: Direct

Project

CP2: Perform

PCR

CP1: Close

Project

CP RB1: Manage

Benefits

Realisation

RB2: Perform

PIR


What are the key benefits of the

Framework?

• Helps increase project delivery predictability (cost/time/quality/value)

• Helps establish/sustain necessary and sufficient project/development

disciplines and controls

• Helps establish the commercially optimal projects portfolio

• Helps sustain and maximize the value of projects during development

• Helps ensure that at risk projects are identified as early as possible, so

minimising non-value-adding project spend

• Helps keep Programme/Project Managers and Senior Management

focused on the Big Picture (achieving desired business outcomes)


www.bestoutcome.com

http://www.bestoutcome.com/risk/

http://www.bestoutcome.com/change-readiness-assessor/

http://www.bestoutcome.com/project-gateways-assessor/