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Portfolio Programming and Project Offices _P30_

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					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
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
Hub and Spoke Model
Case Study
Life Cycle
    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
    A Portfolio Office would sit within the strategy,
governance and performance directorate to support the
                  whole organisation

                                           For CLT and Corporate Directors,
   Change Board   CLT                      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
                  Directors                understanding of where value for money
                                           and customer focus can be found


   Programmes
                               Portfolio   For service leads, and project and
   Projects       DMTs                     programme managers, the Portfolio
                               Office
   Strategies
                                           Office would provide a central resource
                                           to help deliver the strategic objectives of
                                           the organisation by streamlining how the
                  Heads of                 centre engages with them, providing
                  Services                 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
                  Services                 offices (currently being developed)




                                                                 18
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
                                            Quality Assurance & Risk Management
      Directors                  Management
                                              Communications & Stakeholder Engagement

                                              Secretariat Support for Change Board
                     Portfolio                Value for Money project scoping
      DMTs
                     Office
                                              Facilitate programme & project start up

                                              Best Practice Manual: The Approach
      Heads of
      Services                                Training & Coaching
                                 Centre of
                                 Excellence
                                              Best Practice Guidance

                                              Knowledge Management
      Services
                                              Critical friend challenge & support




                                                                                    19
The Virtual P3O – “Dial a Friend”
There are many
people within the                     Risk
Council who can
help (or hinder!)
your project.                 HR                  Finance
Speaking to them at
the right time is
crucial to keeping
your project on
track.
                      Legal
                                   Portfolio                IT
The Virtual P3O
identifies the key                  Office
teams within the
organisation that,
depending on the
size and type of
                                                 Democratic
project, you will         Comms                   Services
need to engage with
and why they need
to be involved                     Procurement
    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

				
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