Portfolio, Programme and Project OfficesA Practical Introduction

Sue Vowler, Project Angels LimitedBPUG Workshops at Project Challenge are supported by:

© TSO 2008. Content within this presentation maybe subject to change.

OGC / TSO / APMG P3O Initiative

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

© TSO 2008. Content within this presentation maybe subject to change.

OGC’s P3RM Products

© TSO 2008. Content within this presentation maybe subject to change.

Publications

Portfolio, Programme and Project Offices Portfolio, Programme and Project Offices Pocket Book For Successful Portfolio, Programme and Project

Offices: Think P3O

© TSO 2008. Content within this presentation maybe subject to change.

P30 Guidance - Audiences

Why? • Corporate • Senior Management • Departmental Heads

What? • SROs • Programme Manager • Portfolio or Programme Office Manager

How? • Staff within a P3O

© TSO 2008. Content within this presentation maybe subject to change.

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

Why have a P3O?Why have a P3O?

© TSO 2008. Content within this presentation maybe subject to change.

Why have a P3O?

P3O Model

Senior Management Board

Standard Programme and Project Approaches

PRINCE2MSP, M_o_R

Training, Coaching and Mentoring

Embedded skills and capability

AssuranceHealthchecks

Advice and GuidanceGated Reviews

Information Hub

Planning and Dependency Management

Capacity PlanningResource ManagementFlexible Resource Pools

Fastrack start-up of programmes and projects

Portfolio Build and Prioritisation

Reduced resource costs

Predictability of costs – fewer cost overruns

Predictability of deliveryMore programmes and

projects delivering to time

Reduction in programmes and projects started for

wrong reasons

Reduced staff turnover and subsequent reduction on

training and induction costs

Happy customers Increased customer satisfaction scoresIncreased business

More programmes and projects delivered right 1st time – less costly rework

Reduced delays in decision making, faster delivery and

lower costs

Reduction in mobilisation timescales and therefore

programme or project resource costs

Single source of truth reporting

Management Dashboards

Monitoring and Tracking

ServicesCost Elements

ValueBenefits

Aggregation of Risk

Centralised tools

Reduced costs of tools, P3O operates on behalf of

Programmes / projects

What is P3O?What is P3O?

Models?Models?

© TSO 2008. Content within this presentation maybe subject to change.

Trends Emergence of Portfolio Management

• Enabling senior managers’ decision making• Providing a challenge and scrutiny function

Experienced trained (senior) staff with credibility• P3O seen as career path not a stepping stone• Critical Friend role• Strategic and Sponsor / SRO support functions

Standard models, services and language• 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

© TSO 2008. Content within this presentation maybe subject to change.

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)

© TSO 2008. Content within this presentation maybe subject to change.

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)

What is P3O?What is P3O?

Services and Functions?Services and Functions?

© TSO 2008. Content within this presentation maybe subject to change.

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

How to implement or re-energise a P3O?How to implement or re-energise a P3O?

© TSO 2008. Content within this presentation maybe subject to change.

P3O Model LifecycleP3O Model Lifecycle

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

© TSO 2008. Content within this presentation maybe subject to change.

Appendices

Roles / Responsibilities Business Case Case Studies Good Practice examples - link to online repository P3M3 overview Functions / Services Further Information Glossary

© TSO 2008. Content within this presentation maybe subject to change.

Roles – Management and GenericRoles – Management and Generic

• P3O SponsorP3O Sponsor• Head of P3O (Permanent Office) – Head of Portfolio Head of P3O (Permanent Office) – Head of Portfolio

OfficeOffice• Head of Programme or Project OfficeHead of Programme or Project Office• Portfolio AnalystPortfolio Analyst• Programme or Project Specialist (internal consultant)Programme or Project Specialist (internal consultant)• Programme or Project Officer ( Co-ordinator or Programme or Project Officer ( Co-ordinator or

administrator)administrator)

© TSO 2008. Content within this presentation maybe subject to change.

Functional based rolesFunctional based roles• BenefitsBenefits• CommercialCommercial• Stakeholder and Stakeholder and

CommunicationsCommunications• Information ManagementInformation Management• Consultancy and Consultancy and

Performance ManagementPerformance Management• FinanceFinance• IssueIssue

• Change ControlChange Control• PlanningPlanning• Quality AssuranceQuality Assurance• Resource ManagementResource Management• RiskRisk• ReportingReporting• Secretariat / Secretariat /

AdministratorAdministrator• Tools ExpertTools Expert

© TSO 2008. Content within this presentation maybe subject to change.

Case Study - Business delivery / role focus

© TSO 2008. Content within this presentation maybe subject to change.

Case StudyFunction based model

© TSO 2008. Content within this presentation maybe subject to change.

What next?

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: sue@project-angels.co.uk

Best Practice User Group™ aims to be the official user group of choice for programmes, projects and risks.

Our mission: To help users adopt, use, share and shape the application of OGC PPM Products

www.usergroup.org.uk 0845 0548038

admin@usergroup.org.uk