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P3O Foundation Essentials

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)

Manual Ref 1.5

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

Manual Ref 1.5

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

Manual Ref 1.5

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

Manual Ref 1.5

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

Manual Ref 1.6, Table 1.2

A decision enabling/delivery support model


May be a single permanent office, e.g.

Portfolio Office (strategically focused)

Strategy or Business Planning Unit

Centre of Excellence

Enterprise/Corporate Programme Office

May be through a linked set of offices e.g.

Portfolio Office

Programme Offices

Project Offices

Permanent or temporary mix of central & localised services

P3O Definitions within model

Manual Ref Table 1.2

P3O Model

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Organization Portfolio Office


o

Temporary office to support delivery of specific change initiative being delivered as a


programme

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

Hub Portfolio/Programme Office


o

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

Centre of Excellence (COE)


o

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

Manual Ref 1.5.4

An acronym to describe Portfolio, Programme Project and Risk Management together

Business as Usual

Manual Ref 1.5.4

Things done to keep the Business operating day to day

Audiences & Roles managing a P3O

Manual Ref Table 1.1

Corporate, Portfolio & Senior Management

Senior Responsible Owner, Programme Directors & Programme Managers

Portfolio, Programme & Project Manager

P3O Staff

Roles within P3O, Programme and Project Managers.

Objectives and differences

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Manual Ref 1.5, Fig 1.3

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Relationships between offices & high-level factors

Manual Ref Fig 1.2

Portfolio Offices

Manual Ref 1.6

Establish structures for programme/project selection

Ensure alignment with strategic objectives / targets

Assess organisational capability / capacity / maturity

Allocate appropriate resources to programmes/projects

Ensure scrutiny & challenge

Identify/manage dependencies between programmes & projects

Resolve resourcing conflicts

Assist identification of threats/opportunities & evaluation of aggregate risks

Monitor progress & ensure successful delivery of programmes & projects

Adopt value management

Achieve value-for-money savings & efficiency gains from programmes & project rationalisation

Ensure portfolio balance to minimise disruption to Business as Usual

Link benefits of change to the performance management structure

Ensure investment in Research & Development activities for long-term organisation survival

Programme & Project Offices

Manual Ref 1.6

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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Relationship between Business as Usual & P3RM

Interests in P3O

Effective sponsorship

Accountability

Competent & motivated staff

Quality of leadership

Demonstrated value

Organizations with low maturity in P3M3 stand to gain much from a good P3O Model.

Manual Ref 1.6, 1.8, 1.9

Formal decision enablement rules:


o

Who?

When?

What?

To drive appropriate decisions to Main Board level, P3O ensures appropriate information:
o

Escalation

Cascade

Decision Enabling via Multiple Offices

Manual Ref 1.6, 1.8, 1.9

Organizations with mature P3Os characterised by:

P3O & Governance and Control

Manual Ref Table 1.1

Examine Table 1.1


Note which questions asked goes with Audience/Roles

How Responsibilities evolve with Increasing Maturity

Manual Ref Fig 1.1

Manual Ref 1.6, 1.8, 1.9

Establish rules for:


o

Levels of Plans

Dependency Tracking

Examination & Escalation of:

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Risks

Issues

Changes

Roll up of Progress Information

One Source of the Truth Right Decision Right Person Right Information

Restraining Decisions

Manual Ref 1.6, 1.8, 1.9

Ensure:
o

Stage Gates: appropriate

Authority

Sign Off

Management Boards have:

Progress Reports

Exception Reports

Options

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Why Have a P3O?


The value of a P3O

Maintains big picture understanding of business change

Ensures:

Manual Ref 2.2, Fig 2.1

Right programmes & projects are launched (decision support)

Consistency of delivery (standards & processes)

Things done well/right 1st time (independent oversight, scrutiny & challenge)

P3O

Manual Ref 2.2


Provides :
o

Assurance, coaching & mentoring (of progr. & proj. workforce)

Single source reporting function (management dashboards)

Reduces likelihood & impact of events that have negative consequences

Increases likelihood & impact of events that have positive consequences

Improves:
o

Organisational accountability

Decision-making

Transparency

Visibility

Identifies, understands, & manages multiple & cross-cutting risks & issues

Protects revenue & spend

Enhances Value-for-Money

Perhaps an opportunity to define effectively and efficiently

Improves organisational programme & project delivery

Protects reputation & stakeholder confidence

Business change Governance support & enablement

V&V

Manual Ref 2.2, Fig 2.1

Manual Ref 2.2


Verification
o

Doing the thing right

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E.g. Does the product meet the specification?

Validation
o

Doing the right thing

E.g. Are we building the right product?

Principles for Extracting Value from P3M

Govern effectively

Hold people to account

Prioritise investment, align and adjust to business strategy

Safeguard value

Invest in people and process

Track progress through highlight and exception based reporting

P3O Value Matrix

Principles for Measuring P3O Success

Manual Ref Table 2.1

Manual Ref Fig 2.2

Manual Ref 2.5.3

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)

Enhanced contribution to strategic objectives

Effective Governance

Supporting Senior Responsible Owners & Senior Management

Ensuring issues, risks & changes escalated to right level

Providing Stage Gate Review coordination & assurance

Collecting complete, timely & accurate data

Amalgamating & analysing data to enable quality decision making

Holding People to Account

Providing standard role descriptions & Terms of Reference for boards

Providing support, coaching & training for all levels of role

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Manual Ref Table 2.1

Manual Ref Table 2.1

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Providing decision support to Senior Mgt. (analysis of options & consequences)

Ensuring right decisions escalated to the right people

Prioritising Investment

Manual Ref Table 2.1

Providing decision support to Senior Management (analysis of options & consequences)

Maintaining portfolio register of all programmes & projects (including ideas in the pipeline)

Facilitating & supporting pre-programme & pre-project scoping workshops

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

Supporting the Business Case process

Providing benefits tracking service to programmes & projects

Ensuring a robust & useable measurement process

Ensuring benefits arent double-counted

Manual Ref Table 2.1

Investing in People & Process

Manual Ref Table 2.1

Developing tailored approaches based on OGC guidance

Developing training, coaching & mentoring approaches for all P3RM roles

Advising on skills & capability assessments and training plans (using OGC P3RM Skills model)

Tracking Progress

Providing reporting & exception management service for all levels

Developing management dashboards

Ensuring data collection processes operate correctly

Purpose of P3O Matrix

Manual Ref Table 2.1

Manual Ref 2.5.1, Fig 2.2

Simple tool to assist Senior Managers in determining their core problems and agreeing Value &
Scope of the P3O Model

The Matrix considers the three levels of Change Managers

How to Assess a P3O

Interview Senior Managers:


o

Individuals

Groups

Structured Interviews & Workshops

Gather data on Performance

Use Value Matrix

Gather Requirements from Stakeholder Groups.

Users with differing Requirements

Manual Ref 2.5.1, Fig 2.2

Manual Ref 2.5.1, Fig 2.2

Programme & Project Managers


o

Practical hands-on help

Start up support

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Consistent standards & language

Deliver resources

Senior Managers
o

Prudent investment & strategy realisation at Portfolio level

Timely & concise information to make investment decisions.

Other Support Business Units


o

Information flows may be necessary

Customer/User Community
o

Need to be reassured change will happen with least disruption to Business As Usual

Delivered capability will generate benefits they require

Suppliers
o

Provide a central point of contact for supplier relationship

Manage forward view of requirements to ensure timely provision of external staff & services.

Example of Key Performance Indicators for Measuring P3O Success

Manual Ref 2.5.3

Reduced benefits loss,


benefits)

Fewer programmes and projects started for the wrong reasons number of projects stopped

Organisational P3RM Maturity level of 3 (or more) by target date

Predictability of delivery - % increase in number of programmes and projects delivering to time

Predictability of cost - % decrease in cost overruns on programmes and projects

% increase in actual portfolio benefits delivered (rather than planned

Capability and Linked Benefits

Enable selection of right programmes & projects (P&P)


o

Reduced risk, quicker starts, quicker to market, increased confidence in investment

Pet or rogue projects stopped at initial investment stage gate

Business strategy proved or disproved quickly & cheaply before major investment committed

Enable optimisation of organisational investment


o

Money spent on right P&P, focus on strategic returns & regulatory or must do P&P

Balanced portfolio, growth ensured, business as usual happy & functioning

Enable maximisation of returns from investment


o

Manual Ref 2.6, 2.6.1, Table 2.3

Portfolio returns right mix of strategically aligned benefits

Maintain alignment of P & P with Strategic objectives & targets


o

P&P stopped when misaligned

Improved decision making

Resolve resource contentions & Conflicts


o

Reduces management overheads

Scarce resources better used

Identify & management interdependencies


o

Reduces delay

Helps prioritise activities

Evaluate aggregate level of p & p risk


o

Influences decisions to start/not start programmes or projects

Informs re-scoping to reduce overall exposure

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Monitor progress of p & p against key outcomes


o

Ensure outcomes of one programme or project do not negate outcomes of another


o

Ensure successful delivery


Achieve value for money & efficiency gains from programme rationalization

Able to co-ordinate change control


o

Offers opportunity to bundle related Requests for Change

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Models and Tailoring


Functional Areas

Strategic Planning or Portfolio Support functions/services

Delivery Support functions/services

Centre of Excellence (COE) functions/services

Manual Ref 3.2.1

Organization Portfolio Office model

Manual Ref 3.2.3, Fig 3.1

P3O Models

Manual Ref 3.3, Table 3.1

Organisation Portfolio Office Model

Hub and Spoke Model

Temporary Office Model

Virtual Office Model

Small Organisation Model

Organisation Portfolio Office Model

Single permanent organisation level

Focussed on:

Strategic portfolio support

Planning

Delivery support

COE functions

Manual Ref Table 3.1

Temporary programme and project offices set up for new initiatives

Hub and Spoke Model

Large organisation

Multiple Decentralised Permanent Hub Portfolio Offices, serving


o

Manual Ref Table 3.1

Specific divisions

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Geographical regions

Business units, departments or functions

Temporary Office Model

Manual Ref Table 3.1

No Permanent Office exists

Temporary Programme and Project Offices (or individuals with support skills) set up for new
initiatives

Virtual Office Model

No physical Central Office

Functions carried out by business or functional units

Manual Ref Table 3.1

Small Organisation Model

Very small office, or

Single individual

Usually focussed on:


o

Consistency of methods

Training

Manual Ref Table 3.1

Information Assurance (IA)

Main Concepts:
o

Confidentiality (access based on need & authority)

Integrity (only changed by correct authority)

Availability (when & where needed by the business)

Strategic Planning/Portfolio Support Functions or Services

Supporting management decision making

Alignment with strategy

Prioritisation

Benefits realisation management

Management dashboards reporting

Support for escalated risks, issues, changes & information

Provision of oversight, scrutiny & challenge

Delivery Support Functions/Services

Manual Ref 3.1, 3.2 Fig 3.4

Manual Ref 3.1, 3.2 Fig 3.4

Supporting delivery of change, using


o

Central flexible staff resource pool (permanent or contracted)

Programme or project support personnel, or

Internal programme or project consultants, or

Professional programme or project managers temporarily deployed

COE Functions/Services

Manual Ref 3.5.1

Manual Ref 3.1, 3.2 Fig 3.4

Development of:
o

Standard methods

Processes

Consistent working practices

Ensuring their appropriate deployment

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Capability Support through


o

Training and coaching

Internal consultancy

Knowledge management

Tools support

Independent assurance

Key Features to Consider

Centralised vs De-centralised

Permanent vs Temporary

Physical vs Virtual

Manual Ref 3.2.2

P3O Reporting Lines

Manual Ref 3.2.3

Greatest value added by reporting to a main board director, strategy director or business change
director

Portfolio Office should report into:

Chief Executive Officer (CEO), or

Chief Operating Officer (COO), or

Chief Financial Officer (CFO), or

Chief Information Officer (CIO)

If a Hub, decentralised & aligned to a Division/Department, it should report into a Divisional Director

Main Sizing & Tailoring Considerations

Servicing a portfolio, number of programmes or single programme?

Characteristics of the programme, size & value?

Size & capabilities of the organisation?

Permanent or temporary facility?

Business vision & drivers to be serviced?

Definition of Assurance

Manual Ref 3.3, 3.4, 3.7

Manual Ref 3.4.3, 3.4.4

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

Enabling/challenging programme & project data

Scrutinising impact of programme & project delivery on BAU

Manual Ref 3.4.4, Glossary

Functions & Services

Non-P3RM:
o

Secretariat service to management boards

Travel & accommodation arrangements

Liaison with procurement functions

Integrating the P3O in an Organisation

Manual Ref 3.4.5

Manual Ref 3.5, Fig 3.5

Interacts with organisational functions e.g.


o

Strategy Development and Management, including Business Planning

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IT Service Management [Release, change, configuration etc]

HR

Marketing / Public Relations

Procurement / Purchasing / Commercial, including Bid Management

Finance

Corporate Risk Management

Corporate Information Security

Audit

Quality

Business operations

Purpose of Information Assurance & application in P3O

Manual Ref 3.5.1

Main Concepts:
o

Confidentiality (access based on need & authority)

Integrity (only changed by correct authority)

Availability (when & where needed by the business)

P3O Role:
o

Providing IA-related resources & management functions

Assessment of IA requirements at project initiation

At portfolio & programme level, setting IA objectives, establishing policy & standards (e.g.
ISO 27000 series)

Relationships between High-level functions

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Manual Ref 3.1, 3.2, Fig 3.4

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Implement & Re-energise


Processes of Permanent P3O lifecycle

P3M3 Perspectives

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Manual Ref 4.3, Fig 4.1

Manual Ref Fig 4.4

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P3O Temporary Model Lifecycle

Defined specifically for a finite lifecycle

More focussed set of stakeholders:

Manual Ref 4.9.2- 4

Upward Project or Programme Boards

Inward Project or programme team members

Outward Suppliers, permanent portfolio office or COE corporate support functions etc.

Requirements determined by:


o

Size

Scale

Complexity of the programme or project to be supported

The Blueprint

Manual Ref 4.3.4

Processes (functions & services app F)

Organisation (align to portfolio, programme & project organisation/governance decision-making)

Tools & Techniques (to support P3O business processes & information flows)

Information Flows (Reports names & recipients)

Operational costs and performance levels

Defined process to implement

Manual Ref 4.1, 4.2

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

Key Activities in the Definition Stage

Team - Establish the Team

Vision - Refine the Vision Statement

Stakeholder Develop:
o

Stakeholder Analysis,

Stakeholder Engagement Strategy

Communications Plan

Blueprint - Develop the P3O Blueprint

Benefits Develop:

Business Case

Benefits Profiles

Benefits Management Strategy

Manual Ref 4.3, Fig 4.1

Risk - Develop:
o

Risk Register

Risk Management Strategy

Key Activities in the Deliver Stage

Manual Ref 4.5 4.8

Implement or transition new or enhanced P3O capability

Conduct periodic reviews and to learn lessons

Integrate with business planning cycles

Formal closure of the Programme to Implement a P3O, and post-implementation/benefits review

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Closing a Temporary Office

Manual Ref 4.3.4, Fig 4.4

Closure Activities

Recycling

Temporary Office as a Trial

Building and Redeploying Resources and Competencies

Information flows within a P3O Model

Manual Ref 4.3.4, 4, Table 4.1

Report Name

Recipient

Content
Portfolio Level

Portfolio Report

Management Dashboard with


supporting
papers,
including
Benefits reviews

Senior Manager

Portfolio Risk and Issue Papers

Resolving
Portfolio
conflicts
across the business units and
specifying significant assurance
related risks or issues for
programmes or projects

Senior Manager

Escalated Project and Programme


Risks and Issue Papers

Senior Management

Mission Critical Business Cases

Portfolio Board (through Portfolio


Director)

Operational Business Plans

Strategy Group P3O


Programme Level

Business Unit Portfolio Report

Management Dashboard
supporting papers

and

Business Unit Senior Manager


P3O
Business Unit Senior Manager

Escalated Project and Programme


Business Unit
Business Unit Portfolio Risk Issue
Papers

Resolving portfolio conflicts within


the business unit, and specifying
significant assurance-related risks
or issues for programmes and
projects within the business unit

Business Unit Senior Manager


P3O

Business Unit Portfolio and Risk


Issue Papers

Resolving portfolio conflicts within


the business unit

Business Unit
P3O

Benefit Reviews

Significant assurance related risks


or issues for programmes and
projects within the business unit

Business Unit Senior Manager

Senior Manager

Project Level
Project Mandates

P3O

Project Business Case

Project Executive P3O

Highlight and Exception Reports

Project Executive P3O

End Project Report

Project Executive

Post -Project Report

Business Unit Manager

Risk and Issues

Project Executive

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Transition Level
Benefit Profiles

Business Unit Programme office


P3O

Transition Plan

Project Executive P3O

Organizational Context

Manual Ref 4.9 4.9.5

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

Definition of Start-up of Temporary Office

Manual Ref 4.9 4.9.5

Design and establish the temporary Programme or Project Office team

Running a Temporary Office

Manual Ref 4.9 4.9.5

Designed specifically for a finite lifecycle with a more focused set of Stakeholders consisting of:
o

Upward Programme or project Boards

Inward Programme or Project Team members

Outward Suppliers, permanent Portfolio Office or COE, corporate support functions etc.

Developing the Blueprint

Identify current Issues with P3O

Carryout P3M3 Assessment

Review P3O Models

Describe Future State

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Manual Ref 4.9 4.9.5

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Tools & Techniques


Individual Use

Only one person using the tool (usually the Proj. Mgr.)

May be multiple installations across the organisation

Generally one-to-one (i.e. one business change initiative to one user)

Examples:
o

Word processing

Spreadsheets

Project planning software

Manual Ref 5.2, 5.5

Collaborative Use

Manual Ref 5.2, 5.5

Multiple people accessing single set of information through a tool

May be multiple installations across the organisation

Generally one-to-many (i.e. one business change initiative to multiple users)

Examples:
o

Web-based portals

Applications that share information through a centralised server

Integrated Use

Multiple people accessing multiple sets of information through a tool

Generally single installation across the organisation

Partitions for business change initiatives

Ability to link information hierarchically

Multiple business change-to-multiple users

Example:
o

Manual Ref 5.2, 5.5

Enterprise P3RM software distributed across an entire organisation

Standard Techniques for the P3O May Exist

Manual Ref 5.2, 5.5

Within corporate or P3O standards and policies

As examples of good practice in knowledge repositories

With project and programme resources through skills transfer or coaching by the P3O

Within guides for the use of P3RM templates and standard deliverables

Through communication of approaches at P3RM communities of practice or forums

Portfolio Prioritisation and Optimisation

Manual Ref 5.6.1

Categorises or force-ranks by discussion the programmes & projects within a portfolio on measures
such as:
o

Strategic alignment

Risk

Complexity

Business benefits

Cost

Profit & loss impact

Return on Investment

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Key Benefits
o

Supports investment decisions

Determines how a programme/project aligns with strategic objectives

Significance:
o

Determines where investment should be directed

Failure leads to:


o

Projects trying to deliver at same time using the same resources

Increased risk of non-delivery

Management Dashboards

Objective
o

Provide key decision support information across portfolio

Composition
o

Highlights & Exception Reporting

Rolled-up View

Manual Ref 5.6.2

Links to allow drilling down to detail

Key Benefit
o

Sifts information to show decision-makers where attention & intervention required

Knowledge Management

Manual Ref 5.6.3

Managing knowledge and learning from change are keys to success in a change management
culture

Can be embedded in the culture by:


o

Case studies

Programme & Project Management Forum

Lessons Learned Workshops

Archiving of PPP good practice

External Knowledge Network

P3O Information Portal

Objective
o

Manual Ref 5.6.4

Easy access to data by P3RM community

Key Benefit
o

Easier access to key information by all levels

Compared with Policy Guides & Handbooks

Facilitated Workshops

Manual Ref 5.6.5

Workshop Name

Purpose

Stage

Business Solution

Brainstorm options and consider


options for programme or project
solution

Initiation

Portfolio Priorities

Identify strategic drivers


investment objectives

Portfolio Prioritisation Process

or

Force rank each objective by


asking Is strategic objective a
more important or less important

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than B?
Repeat against
objectives
Programme/ project start-up

all

strategic

Brainstorm programme or project


objectives, scope, timescales,
dependencies, risks, etc.

Start Up stage
Early Initiation/Definition

Attended by Board members,


programme/project
manager,
prospective team members
Benefits
modelling

Identification

and

Involves
identifying
planned
benefits
&
determining
the
dependency network

Definition Stage when key


benefits are determined

Collect input for Benefit Profile


Information
Stakeholder identification
communications planning

Risk Identification
Assessment

and

and

To identify key stakeholders


Understand their influence and
impact
upon
and
by
the
programme or project

Risk

Any
time
throughout
programme or project

the

Start up and Initiation Stages of


a project

The
initial
stakeholder
identification stage may be
followed
by
planning
key
communications

Definition stage of a programme


or tranche

To
identify
threats
opportunities to the activities

Any
time
throughout
programme or project

Assess
session

those

risks

in

and
open

Assign owners and actions


Planning

the

Start up and Initiation Stages of


a project
Definition stage of a programme
or tranche
Any
time
throughout
programme or project

the

Start up and Initiation Stages of


a project
Definition stage of a programme
or tranche
Problem Solving

To resolve issues & generate


solutions

Any time

To consider options for assessing


change requests or exceptions
Lessons Learned

To brainstorm all lessons learned


from a programme or project

At Closure or Stage End

Training

To maintain the appropriate level


of skills required to achieve
outputs and outcomes

Anytime
throughout
programme or project

Blueprinting

To translate the vision into how it


will impact the Organisations
business model in terms of its
processes, organisation, tools and
information

Programme Definition stage

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the

Periodically
throughout
the
lifecycle in line with tranches or
significant change control

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Managing a view as a programme


progresses

Skills Development & Maintenance

Objective
o

Ensure appropriate competencies are available across organisation

Manual Ref 5.6.6

To match project, programme or portfolio requirements

Key Inputs
o

Skills Assessment Framework

Skills Assessment & Accreditation Process

Key Benefits
o

Ensure resources allocated to P3RM roles

With appropriate skill

Allows individuals to understand

Current Skills

Development Opportunities

Business Process Swimlanes

Manual Ref 5.6.7

Objective
o Document Business Processes
Appropriate Linkages
Agreed Accountabilities
Key Benefits
o

Provide repeatable processes

For Capability Maturity

Set process baselines

Continuous Improvement through Lessons Learned

Capacity Planning for Resource Management

Portfolio Objective
o

Understand:

Manual Ref 5.6.8

Resource capacity & Competency


Supply & demand levels

Take action to match

Key Benefit
o

Reduces project & programme delivery barriers

Assurance, Gated Reviews & Healthchecks

Objective
o

Check quality of decision support information being provided to P3O for amalgamated
reporting

Ensure programmes & projects remain on track

Manual Ref 5.6.9

To deliver to plans & realize benefits

Key benefit
o

Assures quality of decision support information being provided to the P3O

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Tailoring of Approaches

Manual Ref 5.7

Objective
o

Ensure proposed project or programme objectively assessed

So Governance Path & Requirements applied are fit-for-purpose

Project Complexity Modelling

Manual Ref 5.7.1

Scaling project & programme Governance Paths & Requirements

Objective

Provide appropriate level of governance to project or programme

Once complexity determined

Delivered by

Manual Ref 5.2, 5.5

A single unit, or
Distributed across the organisation in a standard way via the P3O model

8 Key Strategic Benefits

Automation of Business Processes


o Reduces staff requirements to operate P3O functions and services
o Reduces the overhead on project delivery teams for P3O business process requirements
o Eliminates or reduces the need for manual data collection, amalgamation, printing and
distribution
Improved compliance to Business Processes
o Automation of workflows, approvals & governance mechanisms
o Integration of business processes with organisation components & information flows
Improved timeliness of Decision Support Information
o Reduced cycle times for collecting decision support information
o Improved response time to potential delivery barriers
o Opportunity for higher project throughput
o Structured way to gather information
Improved quality of Decision Support Information
o Automatic validation of information against embedded corporate or P3O standards
o Audited business rules around the information compared to manual unaudited processes
o Reallocation of manual processing time to assessing and improving information quality
o Structured way to gather information and set expectations for decision support information
requirements
o Automated ways of assessing health of decision support information for centrally stored
information
Improved Decision Making
o Integration of data into central repositories, providing higher visibility & analysis

Manual Ref 5.3

of cross-project or programme information

o Ability to automate Highlight & Exception views of information


o Structured ways to assess information and make more objective decisions
o Improved capability to undertake what-if analysis on the decision support information
Improved Management across geography
o Through connectivity that allows improved collaboration between project or programme
team members
Improved Staff Competencies
o Skills transfer of structured ways of gathering, analysing and reporting information
Rationalisation of Legacy systems
o Integrated P3O tools may allow rationalisation of a number of disparate systems

Critical Success Factors

Manual Ref 5.4

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

Critical Considerations before Implementation

Manual Ref 5.4

The maturity of the P3O


If the P3O is not mature there is a high probability that the software will only complicate the situation
and should not be used
The software must meet the needs of P3O business processes and not vice versa

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Roles
Management & Generic Roles

P3O Sponsor
o

Facilitates the development and ongoing management of an optimised portfolio

Programme or Project Specialist (Internal Consultant)


o

Establishes and runs the temporary office

Portfolio Analyst
o

Establishes and runs the office

Head of Programme or Project Office (Temporary Office)


o

Directs and champions the establishment and evolving operation of the P3O

Head of P3O (Permanent Office)


o

Promotes programme and project management methods, their roll-out and monitoring

Programme or Project Officer (or Co-ordinator or Administrator)


o

Collects & maintains data in a consistent form

Functional Roles

Custodian of all master copies (CM)

Linked to Change Control and Issue roles

Consultancy & Performance Management

Processes to identify, monitor & resolve issues

Linked to Information Management and Change Control roles

Change Control
o

Processes to identify, monitor & deliver changes

Linked to Information Management and Issue roles

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

Timely funding for portfolio, programme or project & financial control

Issue

Internal consultancy & P3RM expertise

Finance
o

Ensures a stakeholder analysis is created & maintained; creates Communication Plan

Information Management

Ensures that practices & decisions meet standards & offer value for money

Communications & Stakeholder Engagement


o

Provides benefits realisation support

Commercial
o

Manual Ref App A, 3.6, Table 3.6 & 7

Benefits
o

Manual Ref App A, 3.6, Table 3.6 & 7

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

Service to PPP, collates data & generates reports


PPP administrative support

Tools expert
o

Software tool expert, training & coaching to PPP

P3O Sponsor Responsibilities

Manual Ref App A

Provide leadership by articulating Outcomes & energising people


Secure investment to Implement or Re-energise a P3O
Work in partnership with Senior Managers in business areas to identify how P3O could assist in
delivery of Change Portfolio
Provide strategic challenge, overview & scrutiny, ensuring alignment with wider policy & strategic
initiatives
Manage key strategic risks
Ensure evolving business needs & issues are addressed effectively

Head of P3O Responsibilities

Manual Ref App A

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.

Head of Programme (or Project) Office (Temporary Office) Responsibilities

Manual Ref App A

Develop & Implement terms of reference


Work with Business Lead/SRO and Programme Manager to define & implement Governance
Framework
Create strategies for effective planning, monitoring & delivery
Support overall integrity & coherence
Support Programme/Project Manager in sanctioning Projects for Programmes
Support Programme/Project Manager in ensuring existing initiatives and Projects are effectively
adopted
Support Programme /Project Manager in agreeing Project closure
Maintain close relationships with key Programmes to ensure no overlaps
Identify dependencies amongst the Programme.
Provide on-going health check of Programme or Project
Report progress to Programme (Project) Manager and Board
Facilitate end-of-tranche reviews & benefits reviews
Set up access to policy & strategic information

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Help to analyse poor Implementation & Ideas


Provide strategic oversight to SRO when policy or strategy changes
Responsible for team objectives, one-to-one reviews & evaluation
Responsible for workload management of Team & prioritisation of Ad Hoc work requests.

Portfolio Analyst Responsibilities

Manual Ref App A

Provide strategic overview of all Programmes, Projects & Interdependencies


Analyse Portfolio & make recommendations on Programme/Project mix
Balance/Optimise Portfolio
Evaluate & help to implement process improvements
Develop & manage prioritisation model
Develop, maintain & provide expert assistance to commissioning process
Facilitate Governance/Portfolio meetings
Develop & maintain Management Dashboard
Initiate reviews of Post-Programme & Post-Project evaluation reports
Develop & maintain Portfolio Plan.
Provide strategic overview of all Programmes, Projects & Interdependencies
Analyse Portfolio & make recommendations on Programme/Project mix
Balance/Optimise Portfolio
Evaluate & help to implement process improvements
Develop & manage prioritisation model
Develop, maintain & provide expert assistance to commissioning process
Facilitate Governance/Portfolio meetings
Develop & maintain Management Dashboard
Initiate reviews of Post-Programme & Post-Project evaluation reports
Develop & maintain Portfolio Plan
Provide support/information to business planning.

Programme or Project Specialist Responsibilities

Manual Ref App A

Provide centre of expertise & develop consistent standards and procedures


Provide focal point to promote use of benefits
Coordinate information about how Programmes & Projects run standard Management method
Provide specialist high-level planning skills
Provide advice & assistance for appointment of delegated Programme/Project Assurance
Provide briefings to Programme/Project Board members & Assurance staff on their Roles and
Responsibilities
Provide fast-track Programme/Project mobilisation support service through collaborative working.
Review completed Programmes & Projects
Evaluate effectiveness of new Programmes & Project Mgt Tools and Techniques
Carry Health checks on Programmes or Projects
Design & support Governance/Reporting
Build & maintain a register of P3RM events
Provide central coordination point for change management training
Build & maintain repository of good examples of Programme and Project documentation
Build & maintain library of resources.

Programme or Project Officer Responsibilities

Manual Ref App A

Implement guidelines, procedures & templates


Facilitate creation & update of Programme or project plans
Implement agreed regular progress-reporting mechanisms for all Projects
Establish & maintain Information Management system
Establish Risk, Issue & Change Control processes and templates
Manage or facilitate quality review process for Programmes or Projects
Provide a coordination/administration service to Programme or Project.

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Staffing a P3O Office

Manual Ref 3.6.1

Match roles to individuals strengths, e.g.


o

Good at detailed work

People people

Strong inter-personal & coaching skills

Good P3RM skills and competencies

Generic business skills,

Functional competencies (finance, commercial)

Generic personal skills such as coaching, mentoring,

Facilitation & presentation skills

Ability to be pragmatic

Other Considerations:
o

P3O is a career path in its own right

Qualifications need to be encouraged in order to improve skills. competencies., & credibility

Investment in high-calibre individuals is required

Important to have skilled people to:


o
o

Interpret & challenge data

Make necessary recommendations to decision-makers

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