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. This document outlines the assumptions we make around how Management Teams operate in collaborating to provide resources to support outputs through projects, and to resource change effort and benefits realisation alongside commitments to business as usual activity. We offer a business agenda for Management Teams that would harmonise resource allocation and benefit management across services, product / asset management, innovation and change delivery. It presents management information definitions that we believe will support the Management Team’s business agenda and the Projects / Programmes business agendas. We also recognise that "projects" is also a way to deliver “business as usual”. From this, we have derived a data model that would sup port the MI for the whole P3M business agenda and have integrated this with the Core P3M Data Model. For a high res version click here - https://1drv.ms/w/s!AscRj7Bfp6vQgokDv8NoliVcKWXyIw?e=atwQ5A Find out more and collaborate here: https://www.linkedin.com/groups/13651399/

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Management Team
‘ManagementTeam’isthe generictermusedto describedAccountabilityNodeswithinanorganisationwhichare accountable fordeliveryof Businessas
Usual. This isnot a guide onhowto run departments,orhowto manage BusinessasUsual work– thisguide bowstogoodpractice in the publicdomain.
Instead,itsetout assumptions forhow BusinessasUsual managementfunctionscanwork well withprojects,programmesandportfolios forresourcing,
financingandbenefitdelivery basedonanexample scenario.
Withinthe example scenario, general assumptions includethatManagementTeams runthe Operational side of the businessineachbusinessareaandwill
have:
 a business/operatingplanandrelatedtermsof reference andalevel of autonomy withOperational Performance Targets,Customer
Satisfaction/Revenue Targets
 Corporate InitiativeObjectives,Local InitiativeObjectives
 Resources/Finance toenable thatto happen – includingresourcingprioritisedPortfolioitemswhichare notsponsoredinthe Management
Team’sbusinessarea
 Performance measuresandobjectivesrelatedtotheiroperation
 Challengestoaddresstosustain/improve performance
 Accountabilityforbenefitsoutof projectstheySponsor withinlocal Portfolios (whichmaybe referredtoforthe organisationasSub-Portfolios)
and forbenefits outof projectstheydonotSponsor(Corporate Projects,Projectsled bysiblingManagementTeams)

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In Corporate Portfolios, the PortfolioDirectionandProgressGroup might
workwithseveral separate ManagementTeams –as illustratedinthe first
line of the diagrambelow. However,fortheirownareaSub-Portfolios,
ManagementTeams will carryout the rolesof PortfolioDirection Group
and maycarry out or delegate ProgressGroupresponsibilities.(Please see
the Portfolio guide formore information).
In bothcases,it isassumedthatprojectand programmescollaborate with
Team Leaderswithinthe ManagementTeamdepartmentfordaytoday
resource allocationandbenefitdelivery (unlessthisiscentralisedcapability
or carriedout by the ManagementTeamleader.
ManagementTeams maysupportseveral portfoliotypes,fromdaytoday
Businessas Usual (whichmayinclude project-like workdeliveredto
supportprojects,orasset/ product developmentworkdirectlytointernal
customers) tooperational improvementandlocal innovation,tocustomer
facingportfolios - inadditiontothe corporate change portfolio. Whether
or not a Project,these itemsclearlyconsume resources (staff,consumable
materialsandallocationof equipment/plantandmachinery etc.) andhave
a priorityforfinancesandshouldperhapsbe listedwithinanOperations
Portfolio.The detailsof howthese itemsare managedare notinscope for
thisguide,butthe resource usage,demandandallocationdatashould
aggregate withthe Core Data Model so that an overall picture of all
demandvssupplyvscommitmentscanbe seen.
Resources
Discussionof Resource ManagementandProjects Resource ManagementwithExcel andhalf adayper week
AndResource Management- challengesforprojects

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Assumptions– Resourcing
A keyaspectto ManagementTeamsandtheirrelationtoPortfoliosis Resource Management.
Effective Resource Managementis essentialforgoodgovernance of achange portfolio,programmesandprojects.Atit’score isensuringthatthe
appropriate capacityandcapabilityisavailableatthe righttime.
It involves:
 Assignmentsof people torolesare matchedtosignificance,urgencysensitivityandare
motivatinganddevelopmental
 Making sure there iscapability,capacityandfacility (space,equipmentetc.) via
developmentoracquisition/disposal,copingwithholidays,absencesandsecondments etc
 Prioritising- Decidingwhat’simportantanddeployingthe rightresources,ensuringwe get
the greatestvalue
 Monitoringchanges.Resource demandvssupplydoesnotstaystatic – it needs
maintaining.Successionplanningandmanagement
 Translatingbudgetsintopermanentheadcount /contractors/ consultants tomanage
within
Some resourcesmaybe dedicatedtoprojectsandprogrammes,sharedwithBAUactivities,procuredexternallyorhiredspecificallyforspecialistroles.
Teamsmay be entirelyin-houseorinclude external suppliers,contractors,consultantsandpartners. Shorttermresourcesmaybe usedtobackfill people
withinaBusinessUnitwhojoina projects/programme temporarily.
In relationtoportfolios,projectsandprogrammes,ManagementTeamsmaysupport:

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 Work planninginsome form- i.e.allocatingaperson(from,to, level of effort),taskingateametc.
 Estimatingeffortandre estimatingtocomplete –whichmaybe professionalisedthroughmetrics
 SupplierManagement - SuppliersmayprovideresourcesordeliverablesmanagedbyaManagementTeam
 Resource Allocation - ProjectteamsandDeliveryteamleadscollaborate toagree resource allocations,and
of course to manage withinthem
 Future demandplanning
Periodically,Managementteams:
 Reflectonwhatresource hasbeenspentvswhat wasallocated,escalate usage issuesbeyondthem
 Reviewnew/changed/future demand, Confirmresource allocationsinline withpriorities
 Compile escalationswhere demandscannotbe metwithincapacity(resources/finance)
 Deal withresourcingissues(quality,lessons,acquisition/development,disposal)
 Implementdecisions receivedfromhigherlevelsof authority
ManagementTeams will decide toorganise theirresourcesintofunctionalgroupingsorsetupmulti-disciplinaryteamstoexpedite theirbusinessplan. For
example, thismaymeanthe formationof customerfacingteams,andservice teams–eachof which will have itsowntermsof reference and istherefore
anotherAccountabilityNode (withinthe Operationsdomain). Inadditiontotraditionalprojectsandtypical BusinessasUsual service levels,organisations
may alsodeliverinaprojectlike waybutthroughfocuseddeliveryteams,tostakeholdersviaproductorassetmanagers.The ManagementTeammaybe
organisingformosteffectivedelivery,and/or the mosteffective customerservice.The ‘project’constructmaybe the wrongwayto deliverthe besteffect
or accountability.Shouldthisworkbe recognisedinthe ProjectDomainorisit inBusinessasUsual?
Where people are notdedicatedtoone thing,their reportinglinesmustbe clearacrossmatrix assignmentstowelldefinedauthoritieswithinresponsibility
and accountability.Whereteamsare formedtodelivercustomerproduct/assetservice andprojectassignments,itisvital to the Core P3MData Objectives
to have a commonresourcingmodel sothat product,service andprojectrequirementscanbe prioritised/accommodatedfor projectmanager,product
manager,service managerandcustomersforthe ManagementTeamsresources.
A diligentManagementTeamwill maintainaresource allocationmodel toshowwhere capacity(people!)isdeployedinaccordance withprioritysuchthat
if higherprioritiesemerge forlimitedresources,sensible conversationsaboutimpactcanbe undertaken.
Thisenables:
1. The BusinessAreatohave confidence itcanhit itsbusinesstargetswiththe manpowerithasallocated

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2. The Change sponsors to have confidence itcancommitto objectives/deliverables/benefitswithconfidence of itsresource allocation
3. Seniorleadersandmanagers tosee the deploymentof runthe businessvschange the businesscommitmentsandintervene inacontrolledway
where necessary
The nature andcomplexityof the Resource Allocation model willdependonthe controlsneeded.Forexample,forlongrange visibility –highlevel datamay
be needed.ForMediumterm – a skill-basedanalysis.Immediate term –specific
people.
In additiontothis,tobe muchuse the model needsmaintaining –whichmeansall sourcesandtoolsusedtocollectthe data needaggregation(atleast
periodically).Totrack actual use vs intendeduse,actual time spentneedstobe collectedorestimated.

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Time scale isalsoa concernfor managingresources butmaybe a matterof
culture more than specificorganisation.
For example,thereislittlepointinschedulingaspecificperson3months
ahead,butit mightbe importantto estimate demandfortheirskill groupto
be able to acquire or dispose of resourceswithalittle notice. Thiswill have
implications forhowManagementTeams needresource requirement
forecastsfromprojects,programmes, salesteamsandothersourcesof
resource demand (e.g.BAUworkstreamowners - service managers,product
/ assetmanagersetc.).
Some individualsmaydeveloptheirownrulesof thumb. Forexample:
- 6-12 weeks horizonforspecificpeople to show holiday/ trainingknown
work, maybe 52 weeks for rare andinflexibleresources,
- 12-26 weeks for generic resources plannedat 17days Per CalendarMonth
availability
- onlythe mostsignificant40% of resources need to be tracked
- any allocationsover60% are a danger sign
For small organisationswithafewManagementTeamssupportingsome
projects,thismaynot be an issue.However,whenthere are several
ManagementTeamssupportingmanyprojects –it makessense tolookat a
technologysolutiontobringcoherence tothe resource allocationoperation.
However– if there are specificlocal needsfortools,itmaybe impractical touse one toolset.
Term Comment
PAST Status,spend,targetattainment,operational andchange
performance
NOW Committed.Inprogress.Resources/Finance Allocated.
Cannotbe easilychanged
NextPeriod To be committed. Mustbe demonstrablyachievable.
Resources/Finance beingAllocated.Canbe changed
NearTerm Likelyachievable withinthe horizon.Tobe committed.
Resources/Finance approachbeingconfirmed.Canbe
changed
Mid Term Feasible toachieve withinthe horizon.Notcommitted.
Resources/Finance approachbeingformulated
uncertain.Flexible,alignedtofinance –may be a realistic
operatingmodel tomeetobjectives
Long term Achievabilitywithinthe horizonmaynotbe known.Not
committed.Resources/ Finance uncertain/unknown.
Flexible –maybe a tentative operatingmodel tomeet
objectives –withstrategicsuccessesandexpansionplans
builtin

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Resource AllocationProcess Assumptions
The fundamental operational processtoallocate resourcesfromone teamto
anotherisbasedon the followingassumptions:
1. Someone (withauthority/funding) hasademandforresources(people!).
2. Demandisexpressed inaplan’,ina formthat can be collatedwithothers
3. Once collated, demandcanbe aggregated
4. The “owner”of the resource can see demanditemsandcan allocate
resource inaccordance withpriority.Allocationsare agreedinprincipleand
reviewedoverall.
5. Allocations are confirmedorescalationshappen toresolve issues/
contention.(Itshouldalsobe notedthatthisprocessmaybe politicallychargedand
may be subjecttoemotional aswell aslogical justificationsof resourcesdemand
and value of returnspromised.)
6. Progresshappensand/ or prioritieschange.“Plans”are updated.
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There are of course IT systems thatmay or may not be suitable fora givenscenario.The importantelementisthe aggregateddatatoenable visualisationof
the situationanddecisionstobe made (whethermade byhumansor usingAItoolsinthe future).

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Agenda – Resourcing Review
To maintainbalance acrossChange PortfoliosandOperational commitments,inourexamplethe
ManagementTeamperiodicallycollatesoverall resource demands andcentrallyreviewsallocations
and theiralignmenttocurrentandfuture priorities.A reviewof historical consumptionvs past
allocationandplanneddeploymentvsfuture allocationare waystoconfirmpriorities have been and
will be implemented.The example ResourcingReviewAgendaprovidedhere covers:
 Reviewof Risks/Actions/Assumptions/Issues/Decisions/Dependencieslasttime,and
escalationsfromPortfolioGroupsandotherstakeholdergroups
 Reviewof spendvsallocation–discussionof issues/actions
 Reviewof newresource requests –are there anykey/ newitemstobe prioritised?
 Reviewof the portfoliosinpriorityorder
 Supplydevelopment –acquisition,transfer,training/development, re-skill/conversion,
disposal etc.PotentialforEfficiencysavingsandCostReductions?
o SuccessionPlanningandSingle Pointsof Failure inthe Portfolio
o Scarce Resource andbottlenecksinthe Portfolio
o Supply-chainforResources(Contractrenewals,on-boardnewspecialistsupply-
routes,etc)
 Escalations– to sendback to PPGor OperationsGroupLeadership (please note –these shouldonlybe mattersthancannotbe resolvedduringthe
Resource AllocationProcess.

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Agenda – BenefitsReview
While itmaybe withinthe role of a Programme tomanage benefit
enablementtowardsrealisation, ManagementTeamsare responsible for
businessoperations,andare responsiblealsoforbusinesschange andbenefit
realisationachievement.
For ‘Change’initiativeswithintheirdomain,ManagementTeamscarryout
the role of the PDG (andmay carry out the PPG role too – or delegate it) for
theirBusinessUnit.
There may alsobe projectsandprogrammesthat are sponsoredoutsidethe
ManagementTeam’sbusinessunityetstill require supportforbenefit
realisationandbenefitvaluerealisation. Forexample, the HRDirectorhas a
programme to advance Innovation Management(underthe HR Portfolio)
whichmay have a technologycomponentthe ITDirectorsupports with
resources.The IT Directormayalso use the solutionandbe expectedtoshow
benefitsfromitintheirdomain.Hence the ITDirectorisprovidingsupportfora Portfoliosponsoredoutside theirbusinessunit.
Hence it isstronglyadvisedtoManagementTeams toinclude asectiononObjective ProgressandBenefits withinManagementTeamReviewstoenable
themto account forbenefitsafterprojectdeliveries.The example providedherecovers abenefitreviewforthe ManagementTeam’sbusinessunitforall
portfoliosthatitisserving:
 Reviewof Risks/Actions/Assumptions/Issues/Decisions/Dependencieslasttime,andescalationsfromPortfolioandotherStakeholderGroups
 Resource status(if the meetingsare BenefitReviewandResource Revieware separated)
 A statusreviewonthe Portfolioitemswithinthe sponsorshipof the ManagementTeam
 A reviewof overall efficiencyandeffectiveness –issues/lessonsarisingfromthe portfolios
 Benefitprogress/forecast – are there escalatedissues,assurance concerns,decisionstobe made.Thiswouldaddressmatterslikestatusonre-
engineeringof behaviours - disincentivisingoldbehavioursandincentivisenewonesandthe consequential reportingof incentiveflows –some
ceasingandothers – some temporary – startingand rampingup.
 Communicationssummary –whatescalationsneedtobe sharedwithPPG/Operationsgroup(if any)
Naturally thisprocessisbestcarriedoutin harmonywithFinancial,Portfolio,ProgrammeandProjectcyclessothatdata isreliable.

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MI Implication
The followingdefinitionsprovide the informationsourcesforthe ResourcingandBenefitsAgendasabove.Please note thisrepresentsthe supplierside of
the resourcespicture andthe customerside of the benefitspicture thatmayalso appearinPortfolioProgressGroupagendas:
Title Purpose Content
Both Resourcing and BenefitReview
RAID To enable trackingof Risks/Actions/
Assumptions/Issues/Decisions/
Dependencies aroundthe portfolioaround
the ManagementTeam
Compliance
Report
Exceptionsfromwithinthe portfoliowhere
due processor standardhas not been
followedtoa degree thatwarrants
resolutionatthe ManagementTeamlevel
Ad hocanalysis,e.g. Resource requirementsincorrect,resource allocationoutof
date,benefitstatusoutof date
There may be continual opportunitiesforprocessimprovement–to enhance use of
or replace proceduresformaximumoverall results.Sometimespeoplebenefitfrom
trainingandincentivisingordiscipliningandsometime bonussesforinitiativesto
amendor replace acceptedprocedures.
However,asdata iskeyto decisionmaking,shouldissuespersist, the datamatter
shouldbe escalated.
Resourcing
Time Spendv
Allocationv
Planned
Report
To enable exceptionreportingtoidentify
whenportfolioitemsare notconsuming
theirallocatedresources(more orless)
Tabularresource data.
Spend(actual time – fromtimesheet/estimate sheets).Allocation.Level of effort
perperiodperclass of resource allocated.PlannedLevel of effort needed.Variance
calculationsandindicators

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Quality Indicatorof the percentage resource
allocationspentondealingwith internal
Qualityissues
Whilethisis a matter for delivery management it can provideunderstandingof
localisedoverspending.Mayneed to be supported withattendant issuereports.
Delivery
Efficiency
Indicatorof the estimatingaccuracy,
comparingestimatingtoactual
performance.
Whilethisis a matter for delivery managementit can provideunderstandingof
localisedoverspending.Mayneed to be supported withattendant issuereports.
Resource
PlanReport
Expressionof needfromCustomer,
Corporate and OperationsPortfolioitems.
Tabularresource data.
Allocation.Level of effortperperiodperclassof resource allocated.PlannedLevel
of effortneeded.Variancecalculationsandindicators
Benefits
Portfolio
Review
Statuson KeyStrategicObjectives(Progress,
RAID).StrategyChanges(linktostrategic
directionfromPDG).Environmentchanges.
Ad hocanalysisViathe PortfolioRegister,e.g.
Update from PDG, OperationsGroup,relevantnews/events,CommentaryonKey
StrategicObjective status,Key relevantRAIDreviewitems
Benefits
Report
PerPortfolioitem
 Benefits
 (Stakeholder) Satisfaction(Scores)
 Confidence (Indicators)
 Trendalerts
Keyelements:
BenefitProgress,Forecastandperformance –fromthe PortfolioBenefits
realisationplans- Mainbenefits,scale of impact,profile,measurementmetrics.
Please note:BenefitManagement ispartof programme management,hence not
coveredindetail here. The BenefitsReviewprovidesManagementTeam
checkpointtoenable ittobe Accountable above itsBusinessChange Managers
withinthe businessforbenefits enabledby projectsthatmayor may not be led
inside the ManagementTeam’sbusinessunit.
Resources
Thissectioncontainslinkstodetailedpresentation/backup material tothe narrative above

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ManagementTeams and Example MI are available uponrequest.