1. Portfolio, Programme and Project Offices A Practical Introduction Sue Vowler, Project Angels Limited BPUG Workshops at Project Challenge are supported by:

2. © 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

3. © TSO 2008. Content within this presentation maybe subject to change. OGC’s P3RM Products

4. © TSO 2008. Content within this presentation maybe subject to change. Publications   Portfolio, Programme and Project Offices   Portfolio, Programme and Project Offices Pocket Book   For Successful Portfolio, Programme and Project Offices: Think P3O

5. © TSO 2008. Content within this presentation maybe subject to change. P30 Guidance - Audiences   Why? Corporate Senior Management Departmental Heads   What? SROs Programme Manager Portfolio or Programme Office Manager   How? Staff within a P3O

6. © TSO 2008. Content within this presentation maybe subject to change. 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. Why have a P3O?

8. © TSO 2008. Content within this presentation maybe subject to change. Why have a P3O?

9. What is P3O? Models?

10. © TSO 2008. Content within this presentation maybe subject to change. 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

11. © TSO 2008. Content within this presentation maybe subject to change. Organisation Portfolio Office Model

12. © TSO 2008. Content within this presentation maybe subject to change. Hub and Spoke Model

13. What is P3O? Services and Functions?

14. © TSO 2008. Content within this presentation maybe subject to change.

15. How to implement or re-energise a P3O?

16. © TSO 2008. Content within this presentation maybe subject to change. P3O Model Lifecycle

17. © 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

18. © TSO 2008. Content within this presentation maybe subject to change. Roles – Management and Generic P3O Sponsor P3O Sponsor Head of P3O (Permanent Office) – Head of Portfolio Office Head of P3O (Permanent Office) – Head of Portfolio Office Head of Programme or Project Office Head of Programme or Project Office Portfolio Analyst Portfolio Analyst Programme or Project Specialist (internal consultant) Programme or Project Specialist (internal consultant) Programme or Project Officer ( Co-ordinator or administrator) Programme or Project Officer ( Co-ordinator or administrator)

19. © TSO 2008. Content within this presentation maybe subject to change. Functional based roles Benefits Benefits Commercial Commercial Stakeholder and Communications Stakeholder and Communications Information Management Information Management Consultancy and Performance Management Consultancy and Performance Management Finance Finance Issue Issue Change Control Change Control Planning Planning Quality Assurance Quality Assurance Resource Management Resource Management Risk Risk Reporting Reporting Secretariat / Administrator Secretariat / Administrator Tools Expert Tools Expert

20. © TSO 2008. Content within this presentation maybe subject to change. Case Study - Business delivery / role focus

21. © TSO 2008. Content within this presentation maybe subject to change. Case Study Function based model

22. © 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: sue@project-angels.co.uk

23. Best Practice User Group™ aims to be the official user group of choice for programmes, projects and risks. Our mission: To help users adopt, use, share and shape the application of OGC PPM Products www.usergroup.org.uk 0845 0548038 admin@usergroup.org.uk