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There has probably never been greater pressure on individuals and organisations, in both public and private sectors, to do

more and more with less and less. For all organisations, finding the resources to meet essential and, often, escalatingdemands is putting unprecedented pressure on product and service quality. There is clear need for a way to match what isdelivered with the available resources, without undermining essential quality of the outputs and to be able to demonstrateclearly that the decisions taken will maximise value.

Management of Value (MoV) has evolved from the tried and successful practice of value management across manysectors and over many years. The MoV guidance aligns the established methods with OGC Programme and ProjectManagement guidance. The MoV guidance aligns the established methods with OGC PPM guidance. The guidancedescribes methods that are not new, but their use is often overlooked or misapplied.

The guidance is intended to help organisations use a successful, proven methodology to supplement their currentmanagement practices, so that they can increase the value they deliver and make better use of resources.

MoV is relevant to portfolios, programmes and projects. In the context of MoV, portfolios reflect the organisation's

strategic objectives and set the agenda for the programmes that deliver the objectives , which, in turn, define the projectsthat deliver the required outcomes. At projectlevel, MoV takes its direction from Programme Management, who set theagenda for delivering benefits for the organisation. Outputs and Lessonsfrom the applications of MoV are reported backto Portfolio orProgramme level as appropriate to inform management and to share lessons for improvement across theprotfolio.

MoV supplements the main purposes of PRINCE2 (successful delivery of justified business benefits through projects),MSP (transformational change), and M_o_R (reducing uncertainty) with its main purpose of maximising value.

Management of ValueManagement of Value

To be successful, organisations must evolve and this means improving how they run their business on a daily basis(business as usual) and adapting to emerging demands and expectations. Portfolio management helps organisations makedecisions about implementing the right changes to business as usual; those changes are delivered via projects andprogrammes. It also provides a 'helicopter view' of all change activities - both those in planning and those in delivery -including providing a clear line of sight about what is in the portfolio, what it is costing, what risks are faced, what progressis being made, and with what impact on business as usual and the organisation's strategic objectives.

Rather than representing a new discipline, portfolio management seeks to build on, and better co-ordinate, existingprocesses such as strategic planning, investment appraisal and project and programme management. Portfoliomanagement is not concerned with the detailed management of these projects and programmes; rather, it approaches the

management of change projects and programmes from a strategic viewpoint, focusing on the key issues outlined above.This is reflected in the formal definition for portfolio management, which is: A co-ordinated collection of strategic processesand decisions that together enable the most effective balance of organisational change and business as usual.

Portfolio management can be used effectively within specific directorates of the organisation - for example, the 'IT portfolio'.However, the greatest success is realised when management boards use portfolio management to deliver theorganisation's corporate change portfolio as a whole.

Portfolio management addresses the fundamental questions:

Are we doing the right things?

Are we doing these things right?

Most significantly, are we realising all the benefits in terms of more effective services and efficiency savings from the

changes we are implementing?

Management of PortfoliosManagement of Portfolios

Foundation Courses and Management Briefings

Foundation Courses and Management Briefings

Contact SPOCE for more information on MoV and MoP Foundation Courses and Management Briefings

MoV and MoP are Trade Marks of the Office for Government Commerce

+44 (0)1202 736373info@spoce.comwww.spoce.com

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A P3O model provides a decision enabling/delivery support structure for all change within an organisation. This may be

provided through a single permanent office which may exist under several different names, for example Portfolio Office,Centre of Excellence, Corporate Programme Office. It may otherwise be provided through a linked set of offices (portfoliooffice, programme offices, project offices).

Portfolio, Programme & Project OfficesPortfolio, Programme & Project Offices

ITIL is the most widely accepted approach to IT service management in the world. ITIL provides a cohesive set of bestpractice, drawn from the public and private sectors internationally.

IT Service Management (ITSM) derives enormous benefits from a best practice approach. Because ITSM is driven both bytechnology and the huge range of organisational environments in which it operates, it is in a state of constant evolution.Best practice, based on expert advice and input from ITIL users is both current and practical, combining the latest thinkingwith sound, common sense guidance.

SPOCE offers a 3-day ITIL classroom course.

IT Service ManagementIT Service Management

Foundation & Practitioner Courses

Foundation Courses

Managers who need a structure for working alongside corporate organisational investments (projects &programmes).

Individuals newly-appointed to portfolio, programme or project office roles or those wishing to gain a formalqualification after some support office experience.

Team members employed within or alongside a support office.

Anybody who needs to know the basics about providing portfolio, programme and project support.

Any Support offices may be known by a variety of titles such as; Portfolio Office, Centre of Excellence, Enterprise orCorporate Programme Office.

Individuals who require the P3O

Foundation or Practitioner certificates

Who is the course designed for?Who is the course designed for?

By the end of the course, delegates will be able to:

Describe the high level P3O model and know the differences between portfolio, programme & project management.

State the key functions and services of a P3O.

Identify which P3Omodel is most appropriate to your organisations strategic objectives.

Know the arguments for establishing a P3O model and measuring its success.

Understand and learn to measure the value that a P3O offers to an organisation.

Know the roles and responsibilities associated with a P3O service.

Describe the tools and techniques used by a P3O.

Understand the relationships between strategy, portfolio, programme and project, and how these differentrelationships affect management issues.

Learn how to implement or revitalise a P3O

.

Available as a 3-day Foundation course or 5-day Practitioner course. Venues include London and Bournemouth.

What are the course objectives?What are the course objectives?

Also available from SPOCEAlso available from SPOCE

+44 (0)1202 736373info@spoce.comwww.spoce.com

PRINCE2, MSP, M_o_R, ITIL and P3O are registered Trade Marks of the Office for Government Commerce in the United Kingdom and other countries.

MoV, MoP and the Swirl Logo are Trade Marks of the Office of Government Commerce.

Contact SPOCE for more information on accredited training products