Portfolio, Programme and Project Offices (P3O®

)
BPUG Congress 10th February 2009
Sue Vowler Project Angels

OGC / TSO / APMG P3O®
A single point of guidance or advice on setting up or running effective delivery ³support / enabling´ offices in alignment with OGC Best Practice Enhances and pulls together in one publication existing OGC P3O® guidance (PRINCE2 ®, MSPŒ, M_O_R®, ITIL, Gateway, Portfolio Mgt and Centres of Excellence) Provide the basis for training and qualifications at a number of levels Launched on 28th October 2008

OGC¶s P3RM Products .

P3O Products Portfolio. Programme and Project Offices: Think P3O Foundation exam ± APM Group Practitioner / Advanced exam ± under discussion . Programme and Project Offices Pocketbook For Successful Portfolio. Programme and Project Offices Hard Copy PDF Single User Handheld eBook Online Portfolio.

what roles should I put in place and what should it focus on?´ ³Do you have a role description for««?´ or ³Do you have a template / process for««?´ .Practical Guidance: Examples of issues addressed« ‡ ‡ ‡ ‡ ‡ ³How do I get senior management to understand how a good P3O model would pay for itself?´ ³I know our P3O isn¶t working. how big should it be. but what does ³best in class´ look like?´ ³I have to set up a programme office.

Publication Content Introduction ‡ Development path linked to maturity Why have a P3O? Business Case ‡ ‡ Funding ± set up and ongoing ‡ Performance Measures What is P3O? Strategic Context ± where does it / they report etc.Techniques / Tools Appendices .Lifecycle of P3O ‡ Setting it (them) up ‡ Re-energising an existing office ‡ Sustainability / continuous improvement ‡ Closing down How to operate one? . ‡ ‡ Models and sizing ‡ Roles / responsibilities ‡ High level functions and services How to set one up? .

Why should we invest in a P3O? .

Business Change Governance .

oversight. planning and delivery of the right programmes and projects balancing Change and Business as Usual priorities Provides visibility of project or programme information Enables the Governance Backbone Delivers effective capacity planning and resource management Ensures consistency of programme and project management approaches Enables fast track start up of programmes and projects Delivers effective assurance .Key benefits for senior managers ‡ ‡ ‡ ‡ ‡ ‡ ‡ Enables the selection. scrutiny and challenge .

What is P3O? Models? Services / Functions? .

Organisation Portfolio Office Model .

Hub and Spoke Model .

P lanning (P ortfolio .

Case Study .

Life Cycle .

Initial Questions asked«. ‡ ‡ ‡ ‡ ‡ ‡ ‡ What problems are we looking to solve? Are there any business drivers we must meet? What will be the scope of the office or model? Who will be its customers? What outcomes / added value are we expecting? How will we measure its success? What are the key services? .

Background Problems and Drivers ‡ ‡ ‡ ‡ ‡ ‡ Prioritise spend on Programmes and Projects No rogue / pet projects .³No surprises´ during delivery Consistency and predictability of delivery Clarity of roles / responsibilities Clarity of decision making and escalation .alignment of all change to strategy Visibility of progress .

and enab n an unde stand n whe e va ue m ney and cust me cus can be und Change Board CLT Directors Projects Strategies DMTs Heads of Services Services 18 ¡ £ Portfolio Office F se v ce eads. and p ject and p amme mana e s. governance and performance directorate to support the whole organisation CLT and C p ate D ect s. the t O ce w u d p v de a cent a es u ce t he p de ve the st ate c bject ves an sat n by st eam n n h w the the cent e en a es w th them.A Portfolio Office would sit within the strategy. t Mana ement w enab e a st ate c he c pte ) v ew ac ss the wh e an sat n. The t O ce w a se w th d ect ate amme ces cu ent y based p be n deve ped) £ ¤   ¢ £ ¡¡ § ¡¤ ¡   ¢ ¦¦  £ ££ ¡ ¡ £ ¡ ¥   ¢¡ £ ¢ ¢ ¢ ¢¡¤ ¡ ¢ ¦¦  ¢   ¦   ¡     ¡ ¢ ¡ ¡     ¦  ¤ ££ ¢ ¡ ¡   ¢¡ ¤ ¡ ¤ ¤ ¢ ¢¤   £ ¡ ¢ ¤¡       ¢ ¢ ¤ ¡ ¡¢ £¢ £   ¦  ¡ ¢ ¡ £  ¡ ¢ ¡ £¢       £ ¡ ¥ ¡ ¤¢ ¡¤¢ ¦¦ ¡  ¢   ¦     ¡ ¡     ¢ Programmes ¡ F ¡    ¦   ¦£ ¡ ¡ ¤ ¡    ¦ ¦  ¢ ¤ £ ¤ ¡  ¢ ¢ ¢ ¤ ¡ ¢ £ ¤     ¡ ¢ £ ¢ ¤ ¢ ¤¢ ¢ ¤¡ £ ¢ ¢ ¢ ¢ ¡  ¢ £¢ §     ¡ ¡ ¤   ¢   ¢£ ¡ ¥ £ ££ ¢ ¤  ¢   ¦   ¡ ¡ ¡ ¡¢       ¢   . a n n a c ea ns ht as t h w t s de ve n t s st ate c v s n. p v d n best p act ce supp t and cha en e and a set standa d best p act ce app aches t p ject and p amme de ve y.

A portfolio office would provide a helicopter view of progress. Analysis & Reporting CLT Monitor & Review Dashboard Reporting) Information Management Directors Portfolio Management Quality Assurance & Risk Management Communications & Stakeholder Engagement Secretariat Support for Change Board DMTs Portfolio Office Value for Money project scoping Facilitate programme & project start up Heads of Services Best Practice Manua : The Approach Centre of Exce ence Training & Coaching Best Practice Guidance Know edge Management Services Critica friend cha enge & support ©  ©© © © ¨¨ 19 . issues and risks of the organisation. Prioritisation. as well as providing a central support function to the organisation Portfolio Build.

you will need to engage with and why they need to be involved Legal Risk HR Finance Portfolio Office IT Comms Procurement Democratic Services . Speaking to them at the right time is crucial to keeping your project on track. The Virtual P3O identifies the key teams within the organisation that. depending on the size and type of project.The Virtual P3O ± ³Dial a Friend´ There are many people within the Council who can help (or hinder!) your project.

Achievements to date (6 months) ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Small Portfolio Office ± 2 people Stakeholder Analysis and Engagement Virtual P3O ± The Project Directory Maturity based Blueprint Criteria for Programme / Project Prioritisation Formalised reporting ( with hand holding) Consistent (simple) Project Approach Improved working in Partnerships Cross Directorate Project Forum .

Overcoming Barriers to Success ‡ Continued senior management commitment ‡ Solve their problems first Retain what works well already Stakeholder engagement ± ³walk the talk´ Workshops and working parties (including partners) Project Forum Make the time to support individuals Simple Approach linked to maturity level Go with what you¶ve got and refine over time ³Hand hold´ individuals and challenge reports Look for internal talent and use external mentor ‡ Resistance to change ‡ ‡ ‡ ‡ ‡ ‡ Overly focussing on process and templates ‡ ‡ Initial lack of quality portfolio information ‡ ‡ ‡ Lack of trained staff ‡ .

Benefits of implementing P3O ‡ ‡ ‡ ‡ Focussed Change Portfolio Reduction in the programmes and projects started for the wrong reasons Reduction in mobilisation timescales Monitoring (and assurance) of progress: ‡ ‡ More programmes and projects delivered right first time Issues highlighted earlier and escalated appropriately Collaboration with partners Common language. process and templates ‡ Consistency of approach ‡ ‡ .

Programme Office. scrutiny and challenge ‡ Understand your organisation¶s maturity level ‡ ‡ There is no ³one size fits all´ solution ‡ ‡ ‡ Engage in a common language ‡ ‡ Develop Professional P3O staff with a career path ‡ ‡ .Key messages to take away ‡ Understand the problems you are trying to solve ‡ Build a Business Case and Blueprint P3O model + P3M3 maturity = success Flexibility / tailoring to suit the organisation Evolve services and grow capability over time Portfolio Office. Project Office Identify talent and develop internal capability Recognise the need to employ senior staff who have the ability to provide oversight.

co.Thank you Any Questions? sue@project-angels.uk .

Sign up to vote on this title
UsefulNot useful