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. Using the backbone taken from APM Directing Change, this document outlines the assumptions we make around how Main Boards operate in translating opportunities, threats, imperatives and goals into Objectives for change, Targets for operations, and Challenges for innovation / problem solving. We offer a business agenda that has a Change focus, and present management information definitions that we believe will support the business agenda. From this, we have derived a data model that would support the MI for the business agenda and have integrated this with the Core P3M Data Model. Link to higher resolution copy here: https://1drv.ms/w/s!AscRj7Bfp6vQgokJOh78NErge0vsuQ?e=uBv2JP Find out more and collaborate here: https://www.linkedin.com/groups/13651399/

1. Page 1
This work is licensed under a Creative CommonsAttribution-ShareAlike 4.0InternationalLicense.

2. Page 2
Main Board
Assumptions
Main Board isthe ultimate directionsetting, decisionmaking/leadershipbodywithinan
organisationaccountable tothe owners (andotherstakeholdersincludingstaff). Itisbeyondthe
scope of thismodel to prescribe howMain Boardsoperate. It can take manyforms,alongwithits
sub-groupswhichfocusonspecificmatters.The scope isshownhighlightedonthe keygovernance
picture fromthe APMDirectingChange Publication.
The Board is supportedwithmanylistening/feedback-loops(frommarketing,salesdeliveryteams,
legal andcommercial HR,Non-Executive Directorsetc) whichkeepStrengthsandWeaknessesunder
review,identifyOpportunities,Threats,Imperatives andGoals(e.g.ownerinstruction,legislation,
lease expiry)andprovidesleadershipresponsestosuchstimuli. The MainBoardwill turn
Opportunities,Threats,ImperativesandGoals(OTIGs) intoObjectivesandTargetsand Challenges
(OTCs).
It isalso assumedthatObjectivesandChallenges are handedoverto asub-
committee of the Board – A Change Sub-Group– withfull authorityof the Boardfor
change. ThisChange Sub-GroupdelegatesPortfolioDirectionGroup(s) tomanage in
cross functional teamsdeliveringorganisational outcomes/benefits.Decomposition
thisway meansthatthere isline of sightfromkeyboard concerns(i.e. OTIGs) tothe
people accountable foraddressingthem.
From APMDirecting
Change

3. Page 3
Targetsgo intothe OperationsDomainasfigures/datestoachieve,andbe
measuredwithKeyPerformance Indicators,andChallenges(i.e.potential targets
and objectiveswithoutenoughdefinitionto be specified)are handedoutfor
investigation/innovation. Managementof these KPIsisnota matterfor thisguide,
but we understandthatsome of the data usedwouldbe the same as data
underpinningportfolios.Hence,itis necessarytounderstandwhateachinterest
grouprespectivelyuses toavoidunnecessaryduplication.
Agenda Dashboard – Change Sub-Group
Withrespectto the detailsof MainBoard Change Sub-Groupmeetingcontents,itisbeyondthe
scope of this model to prescribe how this operates.We offeranAgendato coverChange/Portfolio
mattersand have providedanexample toconsider.Itconsistsof 5 passagesinthe “Agenda”which
wouldhave Operational andChange componentstothem, butwe are consideringonlythe Change
Component(P3M).Otherprojects–whichare part of BAU (e.g.productdevelopment,asset
management,customerfacing) are coveredinmeetingsthatcoverOperations –unlessthere isa
strategydependency. These include:
- MeetingPrep– to hearconfirmationondataquality,update Action/Decisionstatus

4. Page 4
- ProgressStatus and Historical – whatis the statuson Objectives,
exceptions/escalationsonthose,andrelatedresourcing/financial
performance
- Prediction– Near/Mid Term – What isthe confidence inpredictedoutcomes
for Objectives,relatedresourcing/financialperformance.Are there risks/gaps
whichrequire actions/decisions?
- Prediction– Longer term – Are there disruptive Opportunities/Threats,have
there beenchangesinstrategicGoals/Imperatives,isthere change in
corporate risk(forexample,have ourStrengthsandWeaknessesshifted),
whatare the fundingimplications
- MeetingActions– Are there anydirectionstogive regardingchange to
businessplansorportfoliomandates?Whatare the summary
actions/decisions/communications?
MI Implications
Title Purpose Content
MeetingPreparation/readiness
Actionand
Decision
Enablesvisibility,review,andprogress
on Risks/Actions/Assumptions/Issues/Decisions/Dependencies
at Main Board Level.
ContainsRisks(mayinclude assumptionsanddependenciestoo),
Actions,IssuesandDecisionsinatable.
The followingsectionusesthe terms OTIG andOTC (definedabove).It mighthelp to remember OTIG as a source ofstimulus,OTCsas the
response to stimuli,andRisks/Actions/Assumptions/Issues/Decisions/Dependencies(RAID) enablemanagementofthem through a board
holdingotherpeople responsible/accountable.
Please note – items in italicsinthe tablebelow are not agendaitems for a Strategy Board, but a Strategy Board will need access to thisinsight
for strategic decisionmaking.

5. Page 5
Title Purpose Content
Status-
Board RAID
Main Board RAIDis a presentationof selecteddatapertainingto
the Objectives,TargetsandChallengesforthe MainBoard, and
selecteditemsmade visiblefromprojectandprogramme level
data withinthe portfolio.
Assurance
Summary
Data quality/confidence check Bespoke –cannot exemplifyV1
Main Board assumesdatapresentedisreliable unlessotherwise
stated.
BusinessEnvironmentDiscussion.To covercurrent externalchallengesaroundPortfolio Delivery,tobrief BoardMembersonmeetingcontext.
BusinessPerformanceReviewandForecast.Operationsfocus.Reviewof BusinessPerformanceagainstTargets,projection of performanceand
confidencediscussion.Reviewof Issues/Risksandriskappetite, takingof Decisionssetting of actions.Whatlevel of fundingisthe businessina
position to consider,andarethere pressingmattersforthe Boardto address?Speedupinvestment/slowdown,changeprioritiesetc?
DepartmentalPerformanceExceptionReview. Discussion of thebusinessrequiringMainBoardAttention
ProgressStatus and Historical – by Objective
(Per) ObjectiveReviewandForecast.Status,forwardlook –identificationof Risks/Actions/Assumptions/Issues/Decisions/Dependenciesnecessary:
In year
"Objective"
progress
T/C/Q/B
Board level reviewof progressonobjectives,reviewof driving
opportunities,threats,imperativesandgoals.(Note T/C/Q/B=
Time/Cost/Quality/Benefit)
PerObjective –Commentary,achievements,spend,RAID,
benefitsthisfar.
Drill downintoenablingportfolioitemswhere necessary
Prediction– Near/Mid Term
Projected
Objectives
Confidence review - Achievements,Cost,Benefits –projected
ROI
Priority Reviewof portfolioitemsagainstthe Objective
PerObjective –Confidence discussion,projectedachievements,
spend,benefits out-turn.
Drill downintoenablingportfolioitemswhere necessary

6. Page 6
Title Purpose Content
Objectives:
Exceptions
and
Escalations
Main Board level
Risks/Actions/Assumptions/Issues/Decisions/Dependencies
needed
New/changed
Risks/Actions/Assumptions/Issues/Decisions/Dependencies
needed
Objectives:
Item
Highlight
Report
Drill downonlywhere necessary:
• Underlyingshiftsinrelated
OTIGs/strengths/weaknesses
• KeyMilestonesanddependencies
• SpendandFunding
• Resource
• Benefits
• (Stakeholder) Satisfaction(Scores)
• Confidence (Indicators)
• Trendalerts
Abilitytodrill intoPortfolioitemdetailsif necessary
Viathe PortfolioRegister
Related(SW)OTIGstatus
Statuson KeyMilestones
Spend(allocationvbudgetvspendvsremaining)–fromthe
PortfolioFinancial Plan.Profiledbudget,analysedasappropriate
CAPEX/OPEX
Resource (Allocationvspendvremaining)- fromthe Portfolio
Resource Schedule. Profiled–over/undercapacityhighlights
BenefitProgress,Forecastandperformance –fromthe Portfolio
Benefitsrealisationplan - Mainbenefits,scaleof impact,profile,
measurementmetrics
SatisfactionStatus(governance,team,stakeholders,customers)
and ConfidenceStatus
(UsedinConjunctionwiththe RAIDlog.)
Updateonorganisationalstrengths/weaknesses(organisation,assets,marketpositionetc).Presentation/discussion of issuestabled.Bespoke –
cannotexemplify V1
Prediction– Longer term
Review OTIG Review new Opportunities/Threats/Imperatives/Goals(OTIG).
Presentation/discussionof issuestabled –decisionson
adjustments
OTIG Item
Accountable
Status
Priority
Addressedby(EnablingFactors)

7. Page 7
Title Purpose Content
Review OTC Review new Objectives,Targetsand Challenges.
Presentation/discussionof issuestabled –decisionson
adjustments
OTC Item
Accountable
Status
Priority
Addressedby(BusinessPlan/Portfolio)
Resourcing
and Funding
Implication
Review.
What do we have vs whatisrequired?
Decisions/Actions
OTC Item
Roadmap,CostProfile,ResourcesProfile,BenefitProfile
ROI,Confidence,Risk
Priority
Prioritisationof OTCTuning/Settingof Objectives/Targets/Challenges
Operating
Plan
Changes
AssignactionstoOperatingPlanownerstotake on
Opportunities/Threats/Imperatives/GoalsviarevisedTargetsor
Challenges
Please note –OperatingPlanisnotin scope forStrategyboard,
but potential impactsmightbe.
Change Plan
Changes
AssignactionstoPortfolioownerstotake on
Opportunities/Threats/Imperatives/Goalsviarevised
ObjectivesorChallenges
RevisedObjectivesorChallenges
MeetingActions
Action,
Decisionand
Comms
summary
Summarise actionsdecisionsagree comms Updatesto/newRisks, Actions,Issues, Decisions
Communications
Resources

8. Page 8
PresentationMaterial coveringAssumptionsandImplications –tobe usedfor internal communications –can be provideduponrequest.
Please Note: This work is licensed under a Creative CommonsAttribution-ShareAlike4.0International License.