1. Sue Vowler Project Angels
Portfolio, Programme and Project Offices (P3O®) NICS PMO Community 30th January 2009
Sue Vowler
Project Angels

2. 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
P3O guidance
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

3. OGC’s P3RM Products

4. 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

5. 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……?”

6. 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

7. Appendices Roles / Responsibilities Business Case Case Studies
Good Practice examples - link to online repository
P3M3 overview
Functions / Services
Further Information
Glossary

8. Models? Services / Functions?
What is P3O?
Models?
Services / Functions?

9. Business Change Governance

10. Organisation Portfolio Office Model

11. Hub and Spoke Model

13. Local Authority Case Study
Milton Keynes Council

14. Life Cycle

15. 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?

16. 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

17. A Portfolio Office would sit within the strategy, governance and performance directorate to support the whole organisation
Change Board
CLT
Directors
DMTs
Heads of Services
Services
Portfolio Office
For CLT and Corporate Directors, 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 understanding of where value for money and customer focus can be found
Projects
Programmes
Strategies
For service leads, and project and programme managers, the Portfolio Office would provide a central resource to help deliver the strategic objectives of the organisation by streamlining how the centre engages with them, providing 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 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
CLT
Portfolio Office
Portfolio
Management
Secretariat Support for Change Board
Quality Assurance & Risk Management
Communications & Stakeholder Engagement
Monitor & Review (Dashboard Reporting)
Portfolio Build, Prioritisation, Analysis & Reporting
Information Management
Value for Money project scoping
Directors
DMTs
Centre of
Excellence
Best Practice Manual: The Approach
Training & Coaching
Best Practice Guidance
Knowledge Management
Critical friend challenge & support
Facilitate programme & project start up
Heads of Services
Services

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

20. 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

21. 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

22. 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

23. Case Study - Central Government Mature Function based model

24. Key messages 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

25. Any Questions? sue@project-angels.co.uk
Thank you
Any Questions?