Making sense of the Chaos

At TGG we often use Chaos theory as an analogy to understand the complexity of P3M. In Chaos theory dynamic systems whose apparently random states of disorder and irregularities are actually governed by underlying patterns that are highly sensitive to changing conditions. So, we use the methods, frameworks, tools and techniques used in P3M to identify these patterns in the principles used in P3M, look at the current levels of maturity and identify where improvements are needed, and the best way to achieve these.

Or you can continue the way you are and get the same results.

Why is P3M MM so often overlooked within an organisation?

Well, if we have a complex medical issue, we’re not expected to fix this, so why would we expect to solve a complex organisational problem.

Consequences of low levels of P3M and the common problems that exist in organisations that have not implemented P3M MM
  • Financial Management
    No integration to business planning cycles, no valid business case, no staged funding related to deliverables, poor estimates, no forward warning of cost over runs, overspending, loss of management confidence.
  • Resource Management
    Not enough resource at key stages, wrong skills, no forward warnings of issues.
  • Risk Management
    No enterprise level of risk impact, no agreed risk process and management, no escalation route leading to risks being realised, no tracking of resource or budgetary implications to cover contingent solutions.
  • Organisational Governance
    No alignment to strategic initiatives, no or poorly run control boards, ineffective reporting structures,
  • Management Controls
    Difficult to monitor and manage progress, no clarity on progress to the end state, intervention comes too late.
  • Benefits Management
    Stakeholders can’t articulate the benefits and hence lack of support, projects not allowed to be stopped if costs are outweighing the benefits, other projects delayed.
  • Stakeholder Management
    No structured engagement cycles leading to lack of acceptance, scope change during projects, elongated projects and cost over runs.
What are the benefits of a P3M MM, and do they align to your objectives in the coming year?

Implementing a P3M MM solution from a supplier that understands the problems of strategic management/objectives and the delivery of P3M to achieve these will present the following benefits,

  1. Identifies the key principles of P3M you want to measure
  2. Gives you the framework to easily measure where you are now against these principles.
  3. Gives you the framework to see what level you want to be at for each key principle.
  4. Has the ability to create a ‘roadmap’ of how to achieve the level to meet your organisations need.
  5. Has the ability to demonstrate how greater than 20% improvement can be achieved.
  6. Has a metaphorical ‘tool bag’ of training, coaching, mentoring, consultancy and the appropriate way to engage and agree with organisations the best way to transfer the knowledge needed.


TGG team members play key governance roles at corporate, programme and project level. Our shared understanding of governance across a range of contexts means stakeholders get a truly joined up approach.

We make the connections between business needs and technology-enabled programme management. Our objective is to assure your IT investment generates business value while mitigating the risks associated with technology projects.

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Interested in working with us?

Get in touch with one of our experts now. They will be able to advise you the best route for you or your business.

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