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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 “support / enabling” offices in alignment with OGC Best Practice
Enhances and pulls together in one publication existing OGC P3O® guidance (PRINCE2 ®, MSP™, 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 Hard Copy PDF Single User Handheld eBook Online
Portfolio, Programme and Project Offices Pocketbook For Successful Portfolio, Programme and Project
Offices: Think P3O Foundation exam – APM Group Practitioner / Advanced exam – under discussion
Practical Guidance:Examples of issues addressed…
• “How do I get senior management to understand how a good P3O model would pay for itself?”
• “I know our P3O isn’t working, but what does “best in class” look like?”
• “I have to set up a programme office, how big should it be, what roles should I put in place and what should it focus on?”
• “Do you have a role description for……?” or• “Do you have a template / process for……?”
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.• Models and sizing• Roles / responsibilities• High level functions and services
How to set one up? - Lifecycle of P3O• Setting it (them) up• Re-energising an existing office• Sustainability / continuous improvement• Closing down
How to operate one? - Techniques / Tools
Appendices
Why should we invest in a P3O?
Business Change Governance
Business Change Strategy
Are we doing the right things?
Business Change Value
Are we getting the right business benefits?
Business Change Design
Are we doing them the right way?
Business Change Delivery
Are we getting them done well?
Business Change
Governance
Validation
Verification
Key benefits for senior managers
• Enables the selection, 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 - oversight, scrutiny and
challenge
What is P3O?
Models?
Services / Functions?
Organisation Portfolio Office Model
Project Office(temporary - set up to
support a specific initiative)
Project Office(temporary - set up to
support a specific initiative)
Programme Office
(temporary - set up to support a specific
initiative)
Programme Office
(temporary - set up to support a specific
initiative)
Programme Office
(temporary - set up to support a specific
initiative)
Portfolio functionsStrategy support
PrioritisationManagement Dashboards
BenefitsGovernance support
Oversight, scrutiny and challenge
Centre Of Excellence functionsStandards
Training and CoachingAssurance
Good PracticeKnowledge Management
ToolsConsultancy
Main Board Director
Delivery functionsCapacity Planning
Resource ManagementHR Management
Contract Management – external resources
Facilitate programme or project start-up
Flexible Resource Pool
Organisation Portfolio Office
Project Office(temporary - set up to
support a specific initiative)
Hub and Spoke Model
OrganisationPortfolio Office
(permanent)Strategy support
PrioritisationBenefits
Management Dashboards
Hub Portfolio / Programme Office
( permanent)Scrutiny and Challenge
ReportingPlanning
AssuranceTailored standards
Flexible Resource Pool
Hub Portfolio / Programme Office
( permanent)Scrutiny and Challenge
ReportingPlanning
AssuranceTailored standards
Flexible Resource Pool
Centre Of Excellence
StandardsTraining
CoachingAssurance
Good PracticeKnowledge
ManagementTools
Consultancy
Programme Office
(temporary - set up to support a specific
initiative)
Programme Office
(temporary - set up to support a specific
initiative)
Programme Office
(temporary - set up to support a specific
initiative)
Programme Office
(temporary - set up to support a specific
initiative)
Programme Office
(temporary - set up to support a specific
initiative)
Project Office(temporary - set up to
support a specific initiative)
P3O
Planning(Portfolio)
Delivery( Programme and Project)
COE
Portfolio Build, Prioritisation, Analysis and Reporting
Programme and Project Set up and Closure
Stakeholder Engagement and Communications
Planning and Estimating
Capacity Planning and Resource Management
Benefits Management
Performance Monitoring
Monitor, Review and Reporting
Internal Consultancy
Standards and Methods (Processes and Tools)
Secretariat
Transition Management
Information Management ( including Configuration and Asset Management)
Assurance and Quality
Commercial ( including Supplier Management)
Finance
Risk, Issue and Change Management
People and Skills (PPPRM competencies)
Organisational Learning and Knowledge Management
Case Study
Life Cycle
Assess current state of P3O provision
What problems are you trying to solve
Define Vision Statement
Set objectives and goals
Outline Business Case
DefinitionDesign how P3O will
operate: Design Team
Develop GovernanceDevelop Blueprint
Develop Full Business Case
Plan stages or tranches of deliveryDevelop and agree
phased implementation or
transition plan
Implementation in stages or tranches
Deliver implementation or
transition planRealise Benefits
Programme or Project Closure and
Review Formal closure, evaluation and lessons learned
P3O Model Lifecycle - permanent
Stakeholder engagement and communications
Mandate Brief PID / Programme Definition and Plan
End Programme or Project Report
Identify the P3O Define the P3O ClosureDeliver the P3O
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 - alignment of all change
to strategy• Visibility of progress - “No surprises” during
delivery• Consistency and predictability of delivery• Clarity of roles / responsibilities• Clarity of decision making and escalation
18
A Portfolio Office would sit within the strategy, governance and performance directorate to support the
whole organisation
For service leads, and project and programme managers, the Portfolio Office would provide a central resource to help deliver the strategic objectives of the organisation by streamlining how the centre engages with them, providing best practice support and challenge and a set of standard best practice approaches to project and programme delivery. The Portfolio Office will liaise with directorate based programme offices (currently being developed)
For CLT and Corporate Directors, Portfolio Management will enable a strategic (helicopter) view across the whole organisation, gaining a clear insight as to how it is delivering it’s strategic vision, and enabling an understanding of where value for money and customer focus can be found
Portfolio Office
CLT
Directors
DMTs
Heads of Services
Services
Projects
Programmes
Strategies
Change Board
19
Portfolio Office
A portfolio office would provide a helicopter view of progress, issues and risks of the
organisation, as well as providing a central support function to the organisation
CLT
Directors
DMTs
Heads of Services
Services
Centre of Excellence
Best Practice Manual: The Approach
Training & Coaching
Best Practice Guidance
Knowledge Management
Critical friend challenge & support
Facilitate programme & project start up
Portfolio Management
Secretariat Support for Change Board
Quality Assurance & Risk Management
Communications & Stakeholder Engagement
Monitor & Review (Dashboard Reporting)
Portfolio Build, Prioritisation, Analysis & Reporting
Information Management
Value for Money project scoping
The Virtual P3O – “Dial a Friend”
There are many people within the Council who can help (or hinder!) your project. 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, you will need to engage with and why they need to be involved
PortfolioOffice
RiskRisk
CommsComms
ITIT
FinanceFinance
ProcurementProcurement
LegalLegal
HRHR
Democratic Democratic ServicesServices
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
• Resistance to change• Retain what works well already• Stakeholder engagement – “walk the talk”• Workshops and working parties (including partners)• Project Forum• Make the time to support individuals
• Overly focussing on process and templates• Simple Approach linked to maturity level
• Initial lack of quality portfolio information• Go with what you’ve got and refine over time• “Hand hold” individuals and challenge reports
• Lack of trained staff• Look for internal talent and use external mentor
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
• Consistency of approach • Collaboration with partners• Common language, process and templates
Key messages to take away
• Understand the problems you are trying to solve• Build a Business Case and Blueprint
• Understand your organisation’s maturity level• P3O model + P3M3 maturity = success
• There is no “one size fits all” solution • Flexibility / tailoring to suit the organisation• Evolve services and grow capability over time
• Engage in a common language • Portfolio Office; Programme Office; Project Office
• Develop Professional P3O staff with a career path • Identify talent and develop internal capability• Recognise the need to employ senior staff who have the ability
to provide oversight, scrutiny and challenge