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P3M3
The Portfolio, Programme and Project Management Maturity Model (P3M3) is a management maturity model looking across an organization at how it delivers its projects, programmes and portfolio(s). P3M3 looks at the whole system and not just one processes. The hierarchical approach enables organisations to assess their capability and then plot a roadmap for improvement prioritised by those key process areas (KPAs) which will make the biggest impact on performance. Context P3M3 is owned by Axelos, a joint venture between the UK Government and Capita which took ownership of the materials in January 2014. Prior to this, P3M3 was owned by the Office of Government Commerce (OGC), a department within the UK Government with a remit to help public sector organisations improve their efficiency, gain better value for money from procurements and deliver improved success from programmes and projects. The P3M3 aims to provide an assessment and measurement score for the portfolio, programme an ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Maturity Model
Maturity is a measurement of the ability of an organization for continuous improvement in a particular discipline (as defined in O-ISM3 ). The higher the maturity, the higher will be the chances that incidents or errors will lead to improvements either in the quality or in the use of the resources of the discipline as implemented by the organization. Most maturity models assess qualitatively people/culture, processes/structures, and objects/technology. Two approaches for implementing maturity models exist. With a top-down approach, such as proposed by Becker et al., a fixed number of maturity stages or levels is specified first and further corroborated with characteristics (typically in form of specific assessment items) that support the initial assumptions about how maturity evolves. When using a bottom-up approach, such as suggested by Lahrmann et al., distinct characteristics or assessment items are determined first and clustered in a second step into maturity levels to induce ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Capita
Capita plc, commonly known as Capita, is an international business process outsourcing and professional services company headquartered in London. It is the largest business process outsourcing and professional services company in the United Kingdom, with an overall market share of 29% in 2016, and has clients in central government, local government and the private sector. It also has a property and infrastructure consultancy division which is the fourth largest multidisciplinary consultancy in the UK. Roughly half of its turnover comes from the private sector and half from the public sector. Whilst UK-focused, Capita also has operations across Europe, Africa and Asia. Capita is listed on the London Stock Exchange. History Capita was formed in 1984, as a division of the non-profit CIPFA (Chartered Institute of Public Finance and Accountancy). In 1987, it became an independent company with 33 staff as a result of a management buy-out, led by Rod Aldridge, and was first list ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Office Of Government Commerce
The Office of Government Commerce (OGC) was a UK Government Office established as part of HM Treasury in 2000. It was moved into the Efficiency and Reform Group of the Cabinet Office in 2010, before being closed in 2011. Overview A ''Review of Civil Procurement in Central Government'' was undertaken by Peter Gershon, then a company director, which had been requested in November 1998 by the Paymaster General and the Parliamentary Secretary to the Cabinet Office and was published in April 1999. This review recommended the establishment of a central procurement organisation within central government, which Gershon called the ''Office of Government Commerce''. He noted in his report that the review had been initiated because of the then-Prime Minister Tony Blair's interest in a Ministerial Cabinet Committee report on Public Expenditure published the previous April. The OGC operated through the Government Procurement Service, an executive agency now known as the Crown Commercial S ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
UK Government
ga, Rialtas a Shoilse gd, Riaghaltas a Mhòrachd , image = HM Government logo.svg , image_size = 220px , image2 = Royal Coat of Arms of the United Kingdom (HM Government).svg , image_size2 = 180px , caption = Royal Arms , date_established = , state = United Kingdom , address = 10 Downing Street, London , leader_title = Prime Minister ( Rishi Sunak) , appointed = Monarch of the United Kingdom (Charles III) , budget = 882 billion , main_organ = Cabinet of the United Kingdom , ministries = 23 ministerial departments, 20 non-ministerial departments , responsible = Parliament of the United Kingdom , url = The Government of the United Kingdom (commonly referred to as British Government or UK Government), officially His Majesty's Government (abbreviated to HM Government), is the central executive authority of the United Kingdom of Great Britain and Northern Ireland. [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
PRINCE2
PRINCE2 (PRojects IN Controlled Environments) is a structured project management method and practitioner certification programme. PRINCE2 emphasises dividing projects into manageable and controllable stages. It is adopted in many countries worldwide, including the UK, Western European countries, and Australia. PRINCE2 training is available in many languages. PRINCE2 was developed as a UK government standard for information systems projects. In July 2013, ownership of the rights to PRINCE2 were transferred from HM Cabinet Office to AXELOS Ltd, a joint venture by the Cabinet Office and Capita, with 49% and 51% stakes respectively. History PRINCE was derived from an earlier method called PROMPT II (Project Resource Organisation Management Planning Techniques). In 1989 the Central Computer and Telecommunications Agency (CCTA) adopted a version of PROMPT II as a UK Government standard for information systems (IT) project management. They gave it the name 'PRINCE', which originally ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Capability Maturity Model
The Capability Maturity Model (CMM) is a development model created in 1986 after a study of data collected from organizations that contracted with the U.S. Department of Defense, who funded the research. The term "maturity" relates to the degree of formality and optimization of processes, from '' ad hoc'' practices, to formally defined steps, to managed result metrics, to active optimization of the processes. The model's aim is to improve existing software development processes, but it can also be applied to other processes. In 2006, the Software Engineering Institute at Carnegie Mellon University developed the Capability Maturity Model Integration, which has largely superseded the CMM and addresses some of its drawbacks. Overview The Capability Maturity Model was originally developed as a tool for objectively assessing the ability of government contractors' ''processes'' to implement a contracted software project. The model is based on the process maturity framework first desc ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Project Management Body Of Knowledge
The Project Management Body of Knowledge (PMBOK) is a set of standard terminology and guidelines (a body of knowledge) for project management. The body of knowledge evolves over time and is presented in ''A Guide to the Project Management Body of Knowledge'' (''PMBOK Guide''), a book whose seventh edition was released in 2021. This document results from work overseen by the Project Management Institute (PMI), which offers the CAPM and PMP certifications. Much of the ''PMBOK Guide'' is unique to project management such as critical path method and work breakdown structure (WBS). The ''PMBOK Guide'' also overlaps with general management regarding planning, organising, staffing, executing and controlling the operations of an organisation. Other management disciplines which overlap with the ''PMBOK Guide'' include financial forecasting, organisational behaviour, management science, budgeting and other planning methods. History Earlier versions of the ''PMBOK Guide'' were reco ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
