NHS transformation: why assessing portfolio, programme and project management was key

By on 18/01/2021 | Updated on 16/02/2021

This case study looks at how the NHS assessed its portfolio, programme and project management at a time of organisational change. AXELOS’ P3M3® Model was used to evaluate organisational ability, highlight areas for development and strategise for an improved approach.

As the largest publicly funded health service in the world, the National Health Service (NHS) is going through a period of change and reform. It faces the challenging task of delivering transformation while protecting quality, the effective use of resources and continuing productivity.

The NHS needed a framework to manage and control the delivery of change across portfolio, programme and project management. It wanted to build its capabilities to manage the implementation of transformation objectives effectively and efficiently.

AXELOS’ Portfolio, Programme and Project Management Maturity Model (P3M3) is designed to explore process and capability maturity in organisations as a basis for improvement. It recognises the value of corporate portfolio management and includes guidance from AXELOS’ publications such as Managing Successful Programmes (MSP®), to offer a thorough assessment of portfolio, programme and project management.

By assessing their portfolio, programme and project management maturity against the five maturity levels of P3M3, organisations can understand how well their programme and project management processes are embedded into their approach. This, in turn, provides an indication of their future performance.

The NHS elected to evaluate the government-standard P3M3 as a potential way forward. It measured its current levels of organisational ability to establish where improvement was needed and track the journey to achieving a higher level of ability.

This case study shows how this was done and how it has helped the NHS transform.

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