case study - 10 lessons from setting up a portfolio management office
TRANSCRIPT
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South Wales and South West of England Branch
Thursday 26th February 2015
Emily Hall-Strutt and Tim Warren
10 Lessons in Setting Up
a Portfolio Office
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Agenda
Introductions
Scene Setting
10 lessons of setting up Portfolio Office
Questions
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Introductions
Emily – Civil Service Fast Streamer
- Policy (DCLG)
- Agile project management (OPG)
- portfolio management (VOA)
Tim – Management Consultant
- P3M and P3O in Defence, Transport, Energy and Government
- Portfolio Manager
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Questions
Q – Who here works in a Portfolio Office?
Q – Who currently reports into a Portfolio Office?
Q – What does a Portfolio Office do?
Q – Does every organisation need a Portfolio Office?
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Misconceptions
A Portfolio Office is another layer of management
It’s duplication of a programme management office
It’s a promotion route for programme management
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Key Points
A Portfolio Office is an internal assurance platform
It allows the Board/Executive Team to make informed decisions on
programme and project prioritisation and where to best invest
capital and resource. Boards can focus on strategy
It allows programmes and projects to concentrate on delivery
Champion P3M and P3O good practice
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Management of Portfolios (MoP)
Programme and project management offices are temporary
structures set up to support a specific change initiative.
Portfolio Offices are usually permanent and integrated into
the organisational governance structure.
Portfolio Office ensure that programme and projects remain
strategically aligned, co-ordinating delivery at a collective
level and monitoring benefits realisation.
Portfolio Offices report directly to the Management Board.
Management of Portfolios (MoP) 2011.
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10 lessons in setting up a
Portfolio Office
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Secure senior management
buy-in
Executive Sponsor
Involve the Sponsor in recommendations
Involve senior management (the Board) in designing a
transition plan
1
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Engage your stakeholders
Identify your stakeholders at all levels
Determine which will be most influential
Plan how best to engage with them
Keep them involved as much as possible in changes
2
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Design for steady state
Transition plan from current ‘as is’ towards ‘to be’
Transparency
Manage as a Project
- Stakeholders
- Delivery plan
- Risks
- Resources required
- Understand the requirement of a Portfolio Office
3
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Understand the capability within
your organisation
Determine the membership of your PPM community
Understand the culture of the organisation
Undertake work to understand the capability there
Design the transition plan with that in mind but include
upskilling
4
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Delegate decision-making
authority
The Board MUST delegate decision making authority to
Programme and Project Management
Failure to delegate creates low morale
Set tolerances and thresholds
- Capital and operational spend
- Project initiation
“Bottle necks are always at the top of a bottle”
Dr. Norma Wood, ex MPA DG
5
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Don’t be afraid to pause, stop
or say ‘no’
Categorise and prioritise the portfolio with the Board
Understand where money is allocated and where it is being
spent
Encourage and enable the Board to make tough decisions
when necessary
6
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Ensure one decision making body
Avoid decisions being made in multiple committee meetings
Appoint one body (Board) to make all portfolio decisions
This creates coherence and enables better investment
decisions
7
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Maintain focus on delivery
Portfolio categorisation and prioritisation
– Mandatory and Legal
– Critical to strategy
– Critical to mitigate risk
– Keeping the lights on
– Enabling
– Discretionary
Allow programme and project managers to deliver
8
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Enable the Board to make
strategic decisions
Link back to Lesson 5 - Delegate
decision making authority
The Board needs to set and
maintain focus on strategy
Be firm with the Board – show them
what they need to KNOW not what
they think they need to SEE.
9
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Principles focussed on coherence,
resilience and realism
The Portfolio is the platform for coherence and consistency
across all the change initiatives in the organisation.
- Overview of all programmes and projects
- Bridge the gaps caused by stove-pipe organisations
- One source of truth
- Head of Profession
10
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Resilience
- Structured governance and portfolio management processes
- Clearly defined roles & responsibilities and accountabilities
Principles focussed on coherence,
resilience and realism 10
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Realism
- Simplify
- Tailor
- Use a maturity model to grow
- Set expectations early
- Changing a culture takes time!
Principles focussed on coherence,
resilience and realism 10
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10 Lessons
1. Secure senior management buy-in
2. Engage your stakeholders
3. Design for steady state, recognising a need for an implementation plan
4. Understand the capability within your organisation
5. Delegate decision-making authority
6. Don’t be afraid to pause, stop or say ‘no’
7. Ensure there is only one decision making body
8. Maintain focus on delivery
9. Enable the Board to make strategic decisions
10. Principles focussed on coherence, resilience and realism
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Thank you!
Tim Warren
Principal Consultant
BMT Hi-Q Sigma Ltd
email: [email protected]
Mob: 07834 254291
LinkedIn: uk.linkedin.com/pub/tim-
warren/11/96a/986
Emily Hall-Strutt
Civil Service Fast Stream
email: [email protected]
Mob: 075215 01019
LinkedIn: uk.linkedin.com/pub/emily-hall-
strutt/96/853/395/en