Portfolio, Programme and Project
Offices (P3O®)
NICS PMO Community
30th January 2009
Sue Vowler
Project Angels
OGC / TSO / APMG P3O®
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A single point of guidance or advice on setting up or
running effective delivery “support / enabling” offices in
alignment with OGC Best Practice
P3O guidance
• 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
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Portfolio, Programme and Project Offices
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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
Examples of issues addressed…
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“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
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Introduction
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Development path linked to maturity
Why have a P3O?
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Business Case
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Funding – set up and ongoing
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Performance Measures
What is P3O?
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Strategic Context – where does it / they report etc.
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Models and sizing
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Roles / responsibilities
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High level functions and services
How to set one up? - Lifecycle of P3O
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Setting it (them) up
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Re-energising an existing office
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Sustainability / continuous improvement
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Closing down
How to operate one? - Techniques / Tools
Appendices
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Roles / Responsibilities
Business Case
Case Studies
Good Practice examples - link to online repository
P3M3 overview
Functions / Services
Further Information
Glossary
What is P3O?
Models?
Services / Functions?
Business Change Governance
Business Change
Strategy
Validation
Are we doing the right
things?
Business Change
Value
Are we getting the right
business benefits?
Business
Change
Governance
Business Change
Design
Business Change
Delivery
Are we doing them the
right way?
Are we getting them done
well?
Verification
Organisation Portfolio Office Model
Main Board
Director
Organisation Portfolio Office
Portfolio functions
Strategy support
Prioritisation
Management Dashboards
Benefits
Governance support
Oversight, scrutiny and
challenge
Delivery functions
Capacity Planning
Resource Management
HR Management
Contract Management –
external resources
Facilitate programme or
project start-up
Flexible Resource Pool
Programme
Programme
Programme
Office
Office- set up to
(temporary
Office
(temporary
- set up to
support a specific
(temporary
-aset
up to
support
specific
initiative)
support
a
specific
initiative)
initiative)
Centre Of Excellence
functions
Standards
Training and Coaching
Assurance
Good Practice
Knowledge Management
Tools
Consultancy
Project Office
Project
(temporaryOffice
- set up to
Project
Office
support
specific
(temporary
-aset
up to
(temporary
-aset
up to
initiative)
support
specific
support
a specific
initiative)
initiative)
Hub and Spoke Model
Organisation
Portfolio Office
(permanent)
Strategy support
Prioritisation
Benefits
Management Dashboards
Hub Portfolio /
Programme Office
Hub Portfolio /
Programme Office
( permanent)
Scrutiny and Challenge
Reporting
Planning
Assurance
Tailored standards
Flexible Resource Pool
( permanent)
Scrutiny and Challenge
Reporting
Planning
Assurance
Tailored standards
Flexible Resource Pool
Programme
Programme
Office
Programme
Office
(temporary - set up to
Office
(temporary
up to
support- set
a specific
(temporary
-aset
up to
supportinitiative)
specific
support
a specific
initiative)
initiative)
Programme
Programme
Office
Office
Project
Office
(temporary
- set up to
(temporary
- set
up
(temporary
- set
to to
support
a up
specific
support
a specific
support
ainitiative)
specific
initiative)
initiative)
Centre Of
Excellence
Standards
Training
Coaching
Assurance
Good Practice
Knowledge
Management
Tools
Consultancy
Portfolio Build, Prioritisation, Analysis and Reporting
Programme and Project Set up and Closure
Stakeholder Engagement and Communications
Planning
(Portfolio)
Planning and Estimating
Capacity Planning and Resource Management
Benefits Management
Performance Monitoring
Monitor, Review and Reporting
Risk, Issue and Change Management
P3O
Finance
Delivery
( Programme
and Project)
Commercial ( including Supplier Management)
Assurance and Quality
Information Management ( including Configuration and Asset Management)
Transition Management
Secretariat
Standards and Methods (Processes and Tools)
Internal Consultancy
COE
Organisational Learning and Knowledge Management
People and Skills (PPPRM competencies)
Local Authority Case Study
Milton Keynes Council
Life Cycle
P3O Model Lifecycle - permanent
Identify the P3O
Define the P3O
Definition
Assess current state
of P3O provision
What problems are
you trying to solve
Mandate
Define Vision
Statement
Set objectives and
goals
Outline Business
Case
Design how P3O will
operate:
Design Team
Develop Governance
Develop Blueprint
Develop Full
Business Case
Brief
Plan stages or
tranches of delivery
Develop and agree
phased
implementation or
transition plan
Deliver the P3O
Closure
Implementation in
stages or tranches
Deliver
implementation or
transition plan
Realise Benefits
Programme or
Project Closure and
Review
Formal closure,
evaluation and
lessons learned
PID / Programme
Definition and Plan
Stakeholder engagement and communications
End Programme
or Project Report
Initial Questions asked….
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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
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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
A Portfolio Office would sit within the strategy,
governance and performance directorate to support the
whole organisation
Change Board
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
CLT
Directors
Programmes
Projects
DMTs
Strategies
Heads of
Services
Services
Portfolio
Office
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)
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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
Portfolio Build, Prioritisation, Analysis & Reporting
CLT
Monitor & Review (Dashboard Reporting)
Information Management
Portfolio
Management
Directors
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
Services
Best Practice Manual: The Approach
Centre of
Excellence
Training & Coaching
Best Practice Guidance
Knowledge Management
Critical friend challenge & support
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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
Risk
HR
Finance
Portfolio
Office
Legal
IT
Democratic
Services
Comms
Procurement
Achievements to date (6 months)
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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
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Continued senior management commitment
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Resistance to change
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Simple Approach linked to maturity level
Initial lack of quality portfolio information
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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
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Solve their problems first
Go with what you’ve got and refine over time
“Hand hold” individuals and challenge reports
Lack of trained staff
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Look for internal talent and use external mentor
Benefits of implementing P3O
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Focussed Change Portfolio
Reduction in the programmes and projects started for
the wrong reasons
Reduction in mobilisation timescales
Monitoring (and assurance) of progress:
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More programmes and projects delivered right first time
Issues highlighted earlier and escalated appropriately
Consistency of approach
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Collaboration with partners
Common language, process and templates
Case Study - Central Government
Mature Function based model
Key messages
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Understand the problems you are trying to solve
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Understand your organisation’s maturity level
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Flexibility / tailoring to suit the organisation
Evolve services and grow capability over time
Engage in a Common language
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P3O model + P3M3 maturity = success
There is no “one size fits all” solution
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Build a Business Case and Blueprint
Portfolio Office; Programme Office; Project Office
Develop Professional P3O staff with a career path
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Identify talent and develop internal capability
Recognise the need to employ senior staff who have the ability
to provide oversight, scrutiny and challenge
Thank you
Any Questions?
[email protected]