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Contents
Overview ............................................................................................................................................................ 1
Why Have a P3O? ............................................................................................................................................. 6
Models and Tailoring ......................................................................................................................................11
Implement & Re-energise ...............................................................................................................................15
Tools & Techniques ........................................................................................................................................19
Roles ................................................................................................................................................................25
Overview
Portfolio, Programme and Project Offices (P3O)
The decision enabling and support business model for all business change within an organisation. This will
include single or multiple physical or virtual structures, i.e. offices (permanent and/or temporary), providing a
mix of central and localized functions and services, integration with governance arrangements and the wider
business such as other corporate support functions
Portfolio Management
Portfolio Management is a coordinated collection of strategic processes and decisions that together enable
the most effective balance of organisational change and Business As Usual/operations
Programmes
Temporary, flexible organisations created to co-ordinate, direct and oversee the implementation of a set of
related projects and activities in order to deliver outcomes and benefits related to the organisations strategic
objectives
A Project
A temporary organization that is created for the purpose of delivering one or more business products
according to an agreed Business Case
What a P3O is
Centre of Excellence
Portfolio Office
Programme Offices
Project Offices
P3O Model
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Project Office
o
Permanent office to support definition & delivery of Portfolio of Programmes & Projects
within department, division, geographical region or business unit
Programme Office
o
Permanent office to support definition & delivery of Portfolio of Change across entire
organization or enterprise
Total structure in place to deliver Functions & Services across organization or enterprise
through single or multiple offices
Temporary office to support delivery of specific change initiative being delivered as a project
Portfolio, Programme & Project Mgt standards unit which defines standards, skills & training,
knowledge and provide independent assurance. COE may be part of Portfolio Office or exist
as separate independent unit
P3RM
Business as Usual
P3O Staff
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Portfolio Offices
Achieve value-for-money savings & efficiency gains from programmes & project rationalisation
Ensure investment in Research & Development activities for long-term organisation survival
Primarily concerned with doing right changes, whereas Programme & Project Management Office
are primarily concerned with doing the change right
Define the right changes as those changes align best to the strategic objectives and, at that
particular time, attract acceptable levels of risk, complexity, cost & impact on Business as Usual
Usually permanent and align with corporate financial governance structures and decisions
o
Ideally they should have direct contact with the Senior Management Board
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Interests in P3O
Effective sponsorship
Accountability
Quality of leadership
Demonstrated value
Organizations with low maturity in P3M3 stand to gain much from a good P3O Model.
Who?
When?
What?
To drive appropriate decisions to Main Board level, P3O ensures appropriate information:
o
Escalation
Cascade
Levels of Plans
Dependency Tracking
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Risks
Issues
Changes
One Source of the Truth Right Decision Right Person Right Information
Restraining Decisions
Ensure:
o
Authority
Sign Off
Progress Reports
Exception Reports
Options
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Ensures:
Things done well/right 1st time (independent oversight, scrutiny & challenge)
P3O
Improves:
o
Organisational accountability
Decision-making
Transparency
Visibility
Identifies, understands, & manages multiple & cross-cutting risks & issues
Enhances Value-for-Money
V&V
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Validation
o
Govern effectively
Safeguard value
Programme & Project success rates relative to capital cost, duration, operating cost & benefit
realisation
Improved portfolio balance (overall risk, Programme & Project life-cycle stages, strategic alignment &
investment type)
Effective Governance
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Prioritising Investment
Maintaining portfolio register of all programmes & projects (including ideas in the pipeline)
Providing fast-track mobilisation service ensuring scope & plans are aligned to strategic & Business
as Usual priorities
Maintaining awareness of upcoming strategy changes, business issues, delayed decisions and their
impact
Safeguarding Value
Developing training, coaching & mentoring approaches for all P3RM roles
Advising on skills & capability assessments and training plans (using OGC P3RM Skills model)
Tracking Progress
Simple tool to assist Senior Managers in determining their core problems and agreeing Value &
Scope of the P3O Model
Individuals
Groups
Start up support
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Deliver resources
Senior Managers
o
Customer/User Community
o
Need to be reassured change will happen with least disruption to Business As Usual
Suppliers
o
Manage forward view of requirements to ensure timely provision of external staff & services.
Fewer programmes and projects started for the wrong reasons number of projects stopped
Business strategy proved or disproved quickly & cheaply before major investment committed
Money spent on right P&P, focus on strategic returns & regulatory or must do P&P
Reduces delay
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P3O Models
Focussed on:
Planning
Delivery support
COE functions
Large organisation
Specific divisions
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Geographical regions
Temporary Programme and Project Offices (or individuals with support skills) set up for new
initiatives
Single individual
Consistency of methods
Training
Main Concepts:
o
Prioritisation
COE Functions/Services
Development of:
o
Standard methods
Processes
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Internal consultancy
Knowledge management
Tools support
Independent assurance
Centralised vs De-centralised
Permanent vs Temporary
Physical vs Virtual
Greatest value added by reporting to a main board director, strategy director or business change
director
If a Hub, decentralised & aligned to a Division/Department, it should report into a Divisional Director
Definition of Assurance
All the systematic actions necessary to provide confidence that the target is appropriate
Appropriateness defined subjectively or objectively in different circumstances
Assurance has level of independence.
Definition of Governance
Non-P3RM:
o
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HR
Finance
Audit
Quality
Business operations
Main Concepts:
o
P3O Role:
o
At portfolio & programme level, setting IA objectives, establishing policy & standards (e.g.
ISO 27000 series)
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P3M3 Perspectives
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Outward Suppliers, permanent portfolio office or COE corporate support functions etc.
Size
Scale
The Blueprint
Tools & Techniques (to support P3O business processes & information flows)
Recommended the Implementation of P3O Model is run at least as a Project but preferably as a
Programme with appropriate governance
P3O Implementation may simply be managed as a series of small business changes, being
delivered as part of Business as Usual
Stakeholder Develop:
o
Stakeholder Analysis,
Communications Plan
Benefits Develop:
Business Case
Benefits Profiles
Risk - Develop:
o
Risk Register
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Closure Activities
Recycling
Report Name
Recipient
Content
Portfolio Level
Portfolio Report
Senior Manager
Resolving
Portfolio
conflicts
across the business units and
specifying significant assurance
related risks or issues for
programmes or projects
Senior Manager
Senior Management
Management Dashboard
supporting papers
and
Business Unit
P3O
Benefit Reviews
Senior Manager
Project Level
Project Mandates
P3O
Project Executive
Project Executive
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Transition Level
Benefit Profiles
Transition Plan
Organizational Context
As new Programmes and Projects are lunched, temporary Programme or Project Offices may be established
to support at start-up, at delivery & through to closure
Designed specifically for a finite lifecycle with a more focused set of Stakeholders consisting of:
o
Outward Suppliers, permanent Portfolio Office or COE, corporate support functions etc.
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Only one person using the tool (usually the Proj. Mgr.)
Examples:
o
Word processing
Spreadsheets
Collaborative Use
Examples:
o
Web-based portals
Integrated Use
Example:
o
With project and programme resources through skills transfer or coaching by the P3O
Within guides for the use of P3RM templates and standard deliverables
Categorises or force-ranks by discussion the programmes & projects within a portfolio on measures
such as:
o
Strategic alignment
Risk
Complexity
Business benefits
Cost
Return on Investment
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Key Benefits
o
Significance:
o
Management Dashboards
Objective
o
Composition
o
Rolled-up View
Key Benefit
o
Knowledge Management
Managing knowledge and learning from change are keys to success in a change management
culture
Case studies
Objective
o
Key Benefit
o
Facilitated Workshops
Workshop Name
Purpose
Stage
Business Solution
Initiation
Portfolio Priorities
or
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than B?
Repeat against
objectives
Programme/ project start-up
all
strategic
Start Up stage
Early Initiation/Definition
Identification
and
Involves
identifying
planned
benefits
&
determining
the
dependency network
Risk Identification
Assessment
and
and
Risk
Any
time
throughout
programme or project
the
The
initial
stakeholder
identification stage may be
followed
by
planning
key
communications
To
identify
threats
opportunities to the activities
Any
time
throughout
programme or project
Assess
session
those
risks
in
and
open
the
the
Any time
Training
Anytime
throughout
programme or project
Blueprinting
the
Periodically
throughout
the
lifecycle in line with tranches or
significant change control
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Objective
o
Key Inputs
o
Key Benefits
o
Current Skills
Development Opportunities
Objective
o Document Business Processes
Appropriate Linkages
Agreed Accountabilities
Key Benefits
o
Portfolio Objective
o
Understand:
Key Benefit
o
Objective
o
Check quality of decision support information being provided to P3O for amalgamated
reporting
Key benefit
o
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Tailoring of Approaches
Objective
o
Objective
Delivered by
A single unit, or
Distributed across the organisation in a standard way via the P3O model
Focus on adding value to the organisation rather than on the features of the tool
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Match the sophistication of the tools and techniques to the capability maturity of the organisation
Need for project and programme standardisation and data quality
Understand the intent of the tool or technique
Implement tools as part of an organizational change effort
Maximise successful project and programme delivery through incremental implementation of tools
Agree tool ownership within the organisation
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Roles
Management & Generic Roles
P3O Sponsor
o
Portfolio Analyst
o
Directs and champions the establishment and evolving operation of the P3O
Promotes programme and project management methods, their roll-out and monitoring
Functional Roles
Change Control
o
Planning
o Facilitates the development & maintenance of portfolio, programme or project plan
Quality Assurance
New products or services are fit for purpose & capable of delivering the required benefits
Resource Management
o
Issue
Finance
o
Information Management
Ensures that practices & decisions meet standards & offer value for money
Commercial
o
Benefits
o
Enough staff with right skills for programmes & projects used efficiently
Risk
o
Effective processes for PPP management, access to risk information, deals with risks
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Reporting
o
Secretariat/Admin
o
Tools expert
o
Develop & Implement terms of reference for COE, Portfolio Office or Hub Programme Office
Ensure Portfolio delivers strategy
Ensure Portfolio activities contribute to bottom-line value of organization & delivery of benefits
Recruit & develop
Work with Senior Business Managers/Directors to implement
Create strategies for effective planning
Assure overall integrity & coherence
Support Strategy Director
Maintain close relationships with key business initiatives.
Provide an on-going health check of Portfolio /Programmes
Design, challenge & agree Management Dashboards
Establish access to policy & strategic information
Scan horizon for potential policy changes
Provide strategic oversight support for Portfolio Board
Establish framework agreements for roll-out & maintenance of organization-wide P3RM
Act as owner of Programme & Project Frameworks
Advise on tailoring templates & procedures
Keep abreast & evaluate effectiveness of new Project Mgt Tools & Techniques.
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People people
Ability to be pragmatic
Other Considerations:
o
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