Transcript The New OGC Guidance P3O – Portfolio, Programme and

Portfolio, Programme and Project Offices
A Practical Introduction
Sue Vowler, Project Angels Limited
BPUG Workshops at Project Challenge are supported by:
OGC / TSO / APMG
P3O Initiative
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No single point of guidance or advice on setting up or
running effective delivery “support / enabling” offices in
alignment with OGC Best Practice
P3O guidance
• Enhance and pull 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
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OGC’s P3RM Products
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Publications
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Portfolio, Programme and Project Offices
Portfolio, Programme and Project Offices Pocket Book
For Successful Portfolio, Programme and Project
Offices: Think P3O
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P30 Guidance - Audiences
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Why?
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What?
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Corporate
Senior Management
Departmental Heads
SROs
Programme Manager
Portfolio or Programme Office Manager
How?
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Staff within a P3O
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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
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Why have a P3O?
Senior Management Board
Why have a
P3O?
Services
Cost Elements
Value
Benefits
Portfolio Build and
Prioritisation
Reduction in programmes
and projects started for
wrong reasons
Information Hub
Predictability of delivery
More programmes and
projects delivering to time
Single source of truth
reporting
Management Dashboards
Predictability of costs –
fewer cost overruns
Planning and Dependency
Management
Reduced resource costs
Capacity Planning
Resource Management
Flexible Resource Pools
Reduced staff turnover and
subsequent reduction on
training and induction costs
Monitoring and Tracking
Fastrack start-up of
programmes and projects
P3O Model
Happy customers
Increased customer
satisfaction scores
Increased business
Standard Programme and
Project Approaches
PRINCE2
MSP, M_o_R
More programmes and
projects delivered right 1st
time – less costly rework
Training, Coaching and
Mentoring
Embedded skills and
capability
Reduced delays in decision
making, faster delivery and
lower costs
Assurance
Healthchecks
Advice and Guidance
Gated Reviews
Reduction in mobilisation
timescales and therefore
programme or project
resource costs
Aggregation of Risk
Centralised tools
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Reduced costs of tools, P3O
operates on behalf of
Programmes / projects
What is P3O?
Models?
Trends
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Emergence of Portfolio Management
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Experienced trained (senior) staff with credibility
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Enabling senior managers’ decision making
Providing a challenge and scrutiny function
P3O seen as career path not a stepping stone
Critical Friend role
Strategic and Sponsor / SRO support functions
Standard models, services and language
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Centralisation of services to leverage more output and support
alignment across initiatives - Flexible resource models
P3O model provides support to integrated governance and
escalation
Virtual offices – working to consistent standards
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Main Board
Director
Organisation Portfolio
Office Model
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)
© TSO 2008. Content within this presentation maybe subject to change.
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)
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
Hub and
Spoke Model
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)
© TSO 2008. Content within this presentation maybe subject to change.
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
What is P3O?
Services and Functions?
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)
© TSO 2008. Content within this presentation maybe subject to change.
How to implement or re-energise a P3O?
P3O Model Lifecycle
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
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End Programme
or Project Report
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
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Roles – Management and Generic
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P3O Sponsor
Head of P3O (Permanent Office) – Head of Portfolio
Office
Head of Programme or Project Office
Portfolio Analyst
Programme or Project Specialist (internal consultant)
Programme or Project Officer ( Co-ordinator or
administrator)
© TSO 2008. Content within this presentation maybe subject to change.
Functional based roles
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Benefits
Commercial
Stakeholder and
Communications
Information Management
Consultancy and
Performance
Management
Finance
Issue
© TSO 2008. Content within this presentation maybe subject to change.
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Change Control
Planning
Quality Assurance
Resource Management
Risk
Reporting
Secretariat /
Administrator
Tools Expert
Case Study - Business
delivery / role focus
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Case Study
Function based model
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What next?
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APM Group – Qualifications development
• Chief Examiner appointed
• Pilot Courses held
• Foundation at launch
• Practitioner / Advanced to follow
You can contribute to the online repository:
• Good examples – sizing models, reporting formats,
prioritisation models etc.
• Case Studies
Send to: [email protected]
© TSO 2008. Content within this presentation maybe subject to change.
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