the new ogc guidance p3o – portfolio, programme and project
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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
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OGC’s P3RM Products
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Publications
Portfolio, Programme and Project Offices Portfolio, Programme and Project Offices Pocket Book For Successful Portfolio, Programme and Project
Offices: Think P3O
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P30 Guidance - Audiences
Why? • Corporate • Senior Management • Departmental Heads
What? • SROs • Programme Manager • Portfolio or Programme Office Manager
How? • Staff within a P3O
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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?
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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)
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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?
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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
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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)
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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
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Case Study - Business delivery / role focus
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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: [email protected]
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