P3O Overview

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Overview of P3O, the new OGC framework about Programmes, Portfolio and Project Office. In the same family as Prince2

P3O Overview

  1. 1. Introduction to P3O The OGC framework for Portfolio, Programme and Project Offices Jeff Ball, Director, Triotime Prince2, MSP, M_o_R, P3O are registered trade marks of the OCG The OCG, P3O, Prince2 and MSP logos are registered trade marks of OGC
  2. 2. An OGC framework <ul><li>OGC : UK Office of Gov’t Commerce </li></ul><ul><ul><li>Sponsors of </li></ul></ul><ul><ul><li>Prince2 </li></ul></ul><ul><ul><li>Managing Successful Programmes (MSP) </li></ul></ul><ul><ul><li>ITIL </li></ul></ul><ul><ul><li>etc. </li></ul></ul><ul><li>P3O is a framework published in 2008 </li></ul><ul><ul><li>P3O is about OFFICES which support </li></ul></ul><ul><ul><ul><li>Projects </li></ul></ul></ul><ul><ul><ul><li>Programmes </li></ul></ul></ul><ul><ul><ul><li>Portfolios </li></ul></ul></ul><ul><li>P3O marks the arrival of an integrated OGC framework </li></ul>
  3. 3. P3O=P3+O P3=Portfolio+Programme+Projects
  4. 4. P3 delivers change to the business (BAU) <ul><li>P3 delivers change to BAU </li></ul><ul><ul><li>Projects </li></ul></ul><ul><ul><li>Programmes </li></ul></ul><ul><ul><li>Portfolios </li></ul></ul><ul><li>Governance at each level of P3 to control business change </li></ul><ul><ul><li>Strategy </li></ul></ul><ul><ul><li>– are we doing the right things </li></ul></ul><ul><ul><li>Design </li></ul></ul><ul><ul><li>– are we doing things the right way </li></ul></ul><ul><ul><li>Value </li></ul></ul><ul><ul><li>– are we getting business benefits </li></ul></ul><ul><ul><li>Delivery </li></ul></ul><ul><ul><li>– are we getting things done well </li></ul></ul><ul><li>Permanent or Temporary? </li></ul><ul><ul><li>Portfolio = Permanent </li></ul></ul><ul><ul><li>Programme = Temporary </li></ul></ul><ul><ul><li>Project = Temporary </li></ul></ul>Portfolios Programmes Projects
  5. 5. Case Study – Fortis Bank
  6. 6. Case study – Fortis Bank <ul><li>Strong matrix organisation </li></ul><ul><ul><li>Benelux working as single unit </li></ul></ul><ul><ul><li>IT acting as central service provider </li></ul></ul><ul><ul><li>IT had central pool of 130 project managers </li></ul></ul><ul><li>6 business lines </li></ul><ul><li>6 IS teams </li></ul><ul><li>7 IT portfolios </li></ul><ul><ul><li>One per business line </li></ul></ul><ul><ul><li>One for IT infrastructure projects </li></ul></ul>Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions IST 2000 staff in IT 2500 staff in IS Business IS IT
  7. 7. Case study – Fortis Bank 2007 <ul><li>P3 - Examples </li></ul>Commercial Banking Portfolio CRM Programme CRM release 1 CRM release 2 Firewall for CRM IT Infrastructure Portfolio Firewall Programme Firewall for Unix Firewall for Windows Energy saving for PCs
  8. 8. P3O=P3+O O=offices
  9. 9. Offices to support change initiatives <ul><li>Offices support change initiatives </li></ul><ul><ul><li>Portfolio Office </li></ul></ul><ul><ul><li>Programme Office </li></ul></ul><ul><ul><li>Project Office </li></ul></ul><ul><li>Permanent or Temporary? </li></ul><ul><ul><li>Portfolio Office = Permanent </li></ul></ul><ul><ul><li>Programme Office = Perm or Temp </li></ul></ul><ul><ul><li>Project Office= Temporary </li></ul></ul><ul><li>Centre of Excellence </li></ul><ul><ul><li>Methods, skills, KM </li></ul></ul>Centre of Excellence Portfolio Office(s) Programme Office(s) Project Office(s)
  10. 10. Prince2 identifies a Project Support role <ul><li>Prince2 organisation </li></ul>Project Board Project Manager Team Manager Project Support Project Assurance <ul><li>Project support role </li></ul><ul><ul><li>Planning </li></ul></ul><ul><ul><li>Budget </li></ul></ul><ul><ul><li>Reporting </li></ul></ul><ul><ul><li>Meeting admin </li></ul></ul><ul><ul><li>Configuration mgt </li></ul></ul><ul><ul><li>Documentation </li></ul></ul><ul><ul><li>Logs (Risks, Issues…) </li></ul></ul><ul><ul><li>Change Mgt </li></ul></ul><ul><ul><li>Standards & best practice </li></ul></ul>
  11. 11. Programme lifecycle & governance <ul><li>Programme office </li></ul><ul><ul><li>permanent (multiple programmes) </li></ul></ul><ul><ul><li>temporary (single programme) </li></ul></ul><ul><li>Role of a Programme Office </li></ul><ul><ul><li>Programme planning </li></ul></ul><ul><ul><li>Programme benefit reviews </li></ul></ul><ul><ul><li>Manage interfaces and dependencies </li></ul></ul><ul><ul><li>Status reporting </li></ul></ul><ul><ul><li>Track programme issues/risks/… </li></ul></ul><ul><ul><li>Manage documentation </li></ul></ul><ul><ul><li>Budgets </li></ul></ul><ul><ul><li>Quality management documentation </li></ul></ul><ul><ul><li>Change control </li></ul></ul><ul><ul><li>Standards and best practices </li></ul></ul><ul><ul><li>Train proj. board members / proj. mgrs </li></ul></ul><ul><ul><li>Liaise with project managers </li></ul></ul>Programme Board Programme Manager Business Change Manager Programme Support Senior Responsible Owner
  12. 12. Portfolio management <ul><li>Portfolio Office </li></ul><ul><ul><li>Portfolio is permanent </li></ul></ul><ul><ul><li>Portfolio Office is permanent </li></ul></ul><ul><li>Portfolios deliver change to the business </li></ul><ul><ul><li>Business drives vision, values and goals </li></ul></ul><ul><ul><li>Portfolio delivers the business strategy </li></ul></ul><ul><ul><li>Identify </li></ul></ul><ul><ul><ul><li>programmes </li></ul></ul></ul><ul><ul><ul><li>Projects </li></ul></ul></ul><ul><li>Portfolio Office </li></ul><ul><ul><li>Alignment to strategy </li></ul></ul><ul><ul><li>Speed up decision cycle </li></ul></ul><ul><ul><li>Monitor progress against plan </li></ul></ul><ul><ul><li>Manage conflicting priorities </li></ul></ul><ul><ul><li>Risks & issues </li></ul></ul><ul><li>Role of a Portfolio Office </li></ul><ul><li>Selecting right programmes & projects </li></ul><ul><ul><li>Ensure on-going alignment to strategy </li></ul></ul><ul><ul><li>Check new requirements </li></ul></ul><ul><ul><li>Allocate resources </li></ul></ul><ul><ul><li>Manage dependencies </li></ul></ul><ul><ul><li>Manage risk </li></ul></ul><ul><ul><li>Monitor progress </li></ul></ul><ul><ul><li>Track progress, monitor delivery </li></ul></ul><ul><ul><li>Manage for value </li></ul></ul><ul><ul><li>Run a balanced portfolio </li></ul></ul><ul><ul><li>Manage the impact of change on BAU </li></ul></ul>
  13. 13. Roles <ul><li>Head of P3 Office (Permanent) </li></ul><ul><li>Head of Prog. or Proj. Bureau (Temp) </li></ul><ul><li>Portfolio Analyst </li></ul><ul><li>Programme or Project Specialist </li></ul><ul><li>Benefits role </li></ul><ul><li>Commercial role </li></ul><ul><li>Communications role </li></ul><ul><li>Configuration librarian </li></ul><ul><li>Consultancy & Performance mgt role </li></ul><ul><li>Finance role </li></ul><ul><li>Issue role </li></ul><ul><li>Change control </li></ul><ul><li>Planning </li></ul><ul><li>Quality assurance </li></ul><ul><li>Resource mgt </li></ul><ul><li>Risk role </li></ul><ul><li>Reporting </li></ul><ul><li>Secretariat </li></ul><ul><li>Tools expert </li></ul>
  14. 14. Case study 1 NEC Computers « Centre of Excellence »
  15. 15. Case study : NEC Computers 2003 model <ul><ul><li> An Organisation Portfolio Office </li></ul></ul><ul><ul><li> A Hub Portfolio/Programme office for two BU </li></ul></ul><ul><ul><li> Low staffing (4 people) </li></ul></ul>Example Centre of Excellence Organisation Portfolio Office (Permanent) IT Portfolio Office (Permanent) Service & Support Portfolio & Programme Office (Permanent) Centre of Excellence
  16. 16. Case study 2 NEC Computers Project Office
  17. 17. Case study – NEC Computers – « Cobra 2 » Project <ul><li>Project to deploy Peoplesoft in Europe </li></ul><ul><ul><li>Two factories (UK, Fr), 9 national sales offices, financials (NL) </li></ul></ul><ul><ul><li>Planning : Classical Prince2 structure </li></ul></ul><ul><ul><ul><li>Start-up </li></ul></ul></ul><ul><ul><ul><li>Initation </li></ul></ul></ul><ul><ul><ul><li>3 stages </li></ul></ul></ul><ul><ul><ul><ul><li>UK factory </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Financials </li></ul></ul></ul></ul><ul><ul><ul><ul><li>French factory + 9 sales offices </li></ul></ul></ul></ul><ul><li>Delivered OK  </li></ul><ul><ul><li>User acceptance  </li></ul></ul><ul><ul><li>On time  </li></ul></ul><ul><ul><li>On budget  </li></ul></ul>
  18. 18. Case study – NEC Computers – « Cobra » Project <ul><li>Classical Prince2 organisation </li></ul>Project Board Project Manager Finance Team Manager Supply Chain Team Manager Sales Team Manager IT Team Manager Training Team Manager Project Support Project Assurance
  19. 19. Case study – NEC Computers – « Cobra » Project <ul><li>Project Office </li></ul><ul><ul><li>Planning </li></ul></ul><ul><ul><li>Tracking </li></ul></ul><ul><ul><li>Meetings </li></ul></ul><ul><ul><li>Issue/risk tracking </li></ul></ul><ul><ul><li>Budget </li></ul></ul><ul><ul><li>Manage teams </li></ul></ul><ul><li>Role definitions </li></ul><ul><ul><li>job descriptions were written </li></ul></ul><ul><ul><li>during start-up process </li></ul></ul>Project Manager Finance Team Manager Supply Chain Team Manager Sales Team Manager IT Team Manager Training Team Manager Project Support Office Admin Finance + contracts Communication Project Planning Technical Coordination Partner Mgt
  20. 20. Case Study 3 Fortis Bank
  21. 21. Case study – Fortis Bank 2006 <ul><li>Early start </li></ul><ul><ul><li>Centres of excellence to support Prince2 rollout </li></ul></ul><ul><ul><li>Programme office to support a major IT programme </li></ul></ul>Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions CoE CoE CoE CoE PgO IST Business IS IT CoE CoE CoE
  22. 22. Case study – Fortis Bank 2007 <ul><li>Some Portfolio Offices </li></ul><ul><ul><li>IT Infrastructure portfolio </li></ul></ul><ul><ul><li>IT Insurance portfolio </li></ul></ul><ul><ul><li>IS Retail portfolio </li></ul></ul>Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions CoE CoE CoE CoE CoE PfO CoE PfO IST Business IS IT PfO CoE
  23. 23. Case study – Fortis Bank 2008 <ul><li>Some centralisation </li></ul><ul><ul><li>Central Portfolio Office for IT (consolidated reporting of 500+ projects) </li></ul></ul><ul><ul><li>Portfolio Office for each IT portfolio </li></ul></ul><ul><ul><li>Centre of Excellence for IST </li></ul></ul>CoE Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions PfO PfO PfO PfO PfO PfO CoE CoE CoE CoE CoE Business IS IT PfO CoE PfO CoE
  24. 24. Case study – Fortis Bank <ul><li>Vision 2009 </li></ul><ul><li>Hub and spoke model </li></ul><ul><ul><li>Portfolios </li></ul></ul><ul><ul><ul><li>Central Pf Office for IST </li></ul></ul></ul><ul><ul><ul><li>Central Pf Office for IT </li></ul></ul></ul><ul><ul><ul><li>Pf Office for each IS team </li></ul></ul></ul><ul><ul><li>Central programme offices for major IST programmes </li></ul></ul>CoE Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions PfO Organisation PfO PfO PfO PfO PfO PfO PgO PgO Business IS IT PfO CoE PfO CoE PfO CoE PfO CoE PfO CoE PfO CoE PfO CoE
  25. 25. Thank you Jeff Ball Mail : jeff.ball@triotime.com Telephone : 06 81 87 25 96

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