Here Rod tells us about establishing a “guiding mind” to ensure consistency, transparency of performance changes, clear responsibilities for change, weighting benefits in the business case and monitoring changes in case they remove the need for the program.

Here Rod talks about common errors program leaders face and some principles to apply, from aligning corporate strategy to learning from experience. Every programme leader should use this as a checklist before starting.

Rod tells us about how project managers could improve their delivery of projects. He encourages dialogue with sponsors and talking to the teams. He encourages innovation by project managers and a system that enables it.

Here Rod tells us about establishing a “guiding mind” to ensure consistency, transparency of performance changes, clear responsibilities for change, weighting benefits in the business case and monitoring changes in case they remove the need for the program.

Adding behaviours to P3M3 was not easy, Rod describes how this was done and what ultimately demonstrates at levels 1 to 4 on how individuals demonstrate their ability to achieve each level of maturity.

Rod tells us about P3M3 maturity levels and what these look like within an organisation, and how an organisation and move from one level to another. He talks about the fun places to work and those that are boring but consistent.

Here Rod tells us about the origin of maturity models and their link to the US government noticing reliable and unpredictable suppliers. Primarily noticing levels of maturity in process delivery.

Here Rod talks about how to develop a culture that is open to risks and issues, correctly connects to corporate management strategy and gives some tips that are designed to help leaders within programs effectively manage risks and issues.

Here Rod tells us about the practicalities of being a program leader and what to do in some of the essential aspects of this role. From earning respect to hunting for talent, Rod tells us how to be politically astute and confident with changes in direction.

Here Rod describes the development of P3M3 and looking for a level 5 organisation. While few organisations attain this level of maturity some get close, Rod talks about one and how it demonstrated it was very close.

Here Rod talks about two important documents that should be created at the beginning of a program, the vision and the blueprint. Rod describes the differences, the importance of each and some tips for a successful blueprint.

As an original author of P3M3 Rod introduces us to each level of maturity and the purpose of the model, and how the 5 levels are separated into 7 areas including governance and control as the two core areas and 5 other topics.