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

Thank you

Any Questions?

sue@project-angels.co.uk