Portfolio Programming and Project Offices (P30)Presentation Transcript
Portfolio, Programme and Project Offices (P3O ® ) BPUG Congress 10 th February 2009 Sue Vowler Project Angels
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
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 28 th October 2008
OGC’s P3RM Products
Portfolio, Programme and Project Offices
PDF Single User
Portfolio, Programme and Project Offices Pocketbook
For Successful Portfolio, Programme and Project Offices: Think P3O
Foundation exam – APM Group
Practitioner / Advanced exam – under discussion
Practical Guidance: 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……?”
Development path linked to maturity
Why have a P3O?
Funding – set up and ongoing
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
How to operate one? - Techniques / Tools
Why should we invest in a P3O?
Business Change Governance
Key benefits for senior managers
Enables the selection, planning and delivery of the right programmes and projects balancing Change and Business as Usual priorities
Provides visibility of project or programme information
Enables the Governance Backbone
Delivers effective capacity planning and resource management
Ensures consistency of programme and project management approaches
Enables fast track start up of programmes and projects
Delivers effective assurance - oversight, scrutiny and challenge
What is P3O? Models? Services / Functions?
Organisation Portfolio Office Model
Hub and Spoke Model
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?
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
A Portfolio Office would sit within the strategy, governance and performance directorate to support the whole organisation 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) 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 Portfolio Office CLT Directors DMTs Heads of Services Services Projects Programmes Strategies Change Board
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 Directors DMTs Heads of Services Services Portfolio Office Centre of Excellence Best Practice Manual: The Approach Training & Coaching Best Practice Guidance Knowledge Management Critical friend challenge & support Facilitate programme & project start up 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
The Virtual P3O – “Dial a Friend” 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 Portfolio Office Risk Comms IT Finance Procurement Legal HR Democratic Services
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
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)
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
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