© tso 2008. content within this presentation maybe subject to
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Portfolio, Programme and Project Offices New Guidance from OGC
(P3O)
Sue Vowler
Lead Author - Project Angels
© 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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Time line
12/10/2006 - agreed need / market for guidance June 2007 – Best Practice Showcase launch October 2007 – Review Group launch Authoring – November 2007 to February 2008 Review and redraft – March to August 2008 Pilots – May to August 2008 Official OGC Launch – October 28th 2008
© 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
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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
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Why have a P3O?Portfolio
The "Right" things todo?
How are we doing?
Programme
Outcomes / Benefits
Project
Deliverables
Processes?
How do we do it?Lets do it the
same way!
Capacity?
Can we do it?Can we adopt it?
DOING THE RIGHT THINGS
DOING THINGS RIGHT
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Support....or....ManageEnable…or….Challenge!
What’s in a name?• PO• PSO• PMO• PPSO• BPPSO• BCU• EPO• CPO• CoE• P3O…..
Models - do we have a single unit or multiple units?
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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
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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)
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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
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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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Case Study - Business delivery / role focus
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Case StudyFunction based model
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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]
Any Questions?
www.best-management-practice.com