P3O und MoP – Kompetenzen zur Verbesserung der Projektkontrolle

P3O & MoP
Kompetenzen zur Verbesserung der Projektkontrolle
Digicomp Lunchbriefing 18 September 2012
Lunchbriefing, 18.

P3O® is a Registered, MoPTM is a Trade Mark of the Cabinet Office

18. September 2012 The Swirl Logo™ is a trademark of the Cabinet Office.

Profeo seit 2001

Highlights !

Disziplinen  Projektmanagement
oje a age e U se e a e u d Co su a s abe a age e
Unsere Trainer und Consultants haben Management-
 Programmmanagement und Führungserfahrung.
 Projektportfoliomanagement
Jeder unserer Mitarbeiter ist ein Spezialist in einem
 PMO
oder mehreren der Disziplinen.

Dienstleistungen
g  Assessment 1. Projektdefinition zusammen mit dem Kunden
 Consulting 2. Umsetzung zusammen dem Kunden
 Training 3. Enablen des Kunden
4. Übergabe an den Kunden
5. Coaching und Reviews nach Bedarf

Standards des  PRINCE2 ® In DACH
Cabinet Office (CO)  MSP ®  Einzige CO zertifizierte Beratungsorganisation
 MoP TM (als Affiliate von Outperform) mit eigenen
zertifizierten Beratern
 P3O ®
 P3M3 ®  Älteste PRINCE2, einzige MSP und MoP
PRINCE2
akkreditierte Trainingsorganisation (ATO)

18. September 2012 © Profeo Ltd. 2

Profeo‘s Servicemodell


Ziele des Lunch Briefings

 Überblick über P3O® und MoP™ des Cabinet Offices (u.a. Entwickler von
ITIL® und PRINCE2®)

 Nutzen fürs Unternehmen.

 Vorstellung des Schulungs- und Zertifizierungsangebot.


Inhalt

1 Überblick

2 Nutzen
N t

3 Schulungen und Zertifizierungen


Where P3O and MoP fit in.

 PRINCE2®, MSP®, and P3O® are Registered Trade Marks of the Cabinet Office
 MoP™ is a Trade Marks of the Cabinet Office


Facts around P3O and MoP



MoP and P3O facts

 MoP = Management of Portfolios
MoPTM is a Trade Mark of the Cabinet Office. First published in 2011.
Purpose
To provide p
p practitioners with universally applicable p
y pp principles and p
p practices
that will enable individuals and organisations (large or small) to
successfully introduce or re-energise Portfolio Management approaches.

 P3O = Portfolio, Programme and Project Offices
P3O® is a registered Trade Mark of the Cabinet Office. First published in
2008.
Purpose
The P3O guidance enhances and p
g pulls together in one p
g publication existing
g
P3O guidance from existing Project, Programme and Portfolio
Management Guidances such as PRINCE2, PMBoK, MSP, etc.


Introduction to MoP



Elemente der Guideline

 Implementierungsvarianten unter Berücksichtigung des Umfelds
 Einzuhaltende Prinzipien
 Die Prozesse (Cycles & Practices) für Aufbau und Unterhalt des Portfolios
 Anzuwendende Techniken
 Rollen
R ll MoP 2 Portfolio management cycles
 Dokumentation Senior

– Framework
Governance Strategy Portfolio Energized Portfolio Portfolio
management
alignment alignment office change culture definition delivery
commitment

– Portfolio Plan 5 Portfolio management principles Understand Management
control

– Dashboard Report Categorize Benefits
management

Prioritize Financial
management

Techniques
Balance Risk
management

Plan Stakeholder
engagement

Organizational
governance

Practices
Resource
management


Cycles

 Definition cycle – do the right things  Delivery cycle – do the things right
– Broadly sequential – Broadly simultaneously
1. Understand • Management Control
M tC t l
2. Categorise • Benefits Management
3. Prioritise • Financial Management
4.
4 Balance
B l • Risk Management
5. Plan • Stakeholder Engagement
• Organizational Governance
• g
Resource Management

Figure 0.1 © Crown Copyright 2011 Reproduced with permission from the Cabinet Office


Prioritize – Approaches

 Rank initiatives within portfolio or a segment thereof using
– financial metrics, such as
• Net Present Value (NPV) = Kapitalwert
• Internal Rate of Return (IRR) = Interne Zinsfuss Methode
• Payback, Return on Investment
• Contribution
C t ib ti margin = D k
i Deckungsbeitrag
b it
– non financial metrics, such as
• Value Benefits Analysis = Nutzwertanalyse (e.g. for internal organisational projects)
• St t i contribution
Strategic t ib ti
• OGC
– Multi-Criteria Analysis
– A l ti l Hi
Analytical Hierarchy P
h Process ( t t i objectives are weighted i pair-wise
(strategic bj ti i ht d in i i
comparisons, with mathematical formulas  Risk of spurious accuracy)
– Decision conferencing
– C
Consider Att ti
id Attractiveness/Return versus A hi
/R t Achievability/Risk
bilit /Ri k

Or a combination of the above


Benefits Management – Introduction

 Purpose
– Clearly manage the benefits from the portfolio in order to maximise contribution to operational
performance and strategic objectives

 Uses
– Benefits Management Framework which
• High-level benefits
• Guidance on benefits eligibility
• Treatment of benefits throughout the business change lifecycle (
g g y (Guidance and templates for Business Case
p
preparation, Review of business case at stage boundaries, post-implementation reviews)
• Definition of roles and responsibilities for benefits forecasting, tracking and reporting
– Benefits Realization Plan
• To perform benefits review

 Consolidates results from benefit reviews  Input to Reporting (Dashboard)

 Portfolio Benefits Manager
– Ensures the “fit for purpose” approach to benefits management and that benefits realization is
optimized from the organization’s investment in change.


P3O and context



Elemente der Guideline

 Einzuhaltende Prinzipien
 Officefunktionen
 Mögliche Modelle
 Implementierungsvorgehen unter Berücksichtigung des Umfelds
 Anzuwendende Techniken
 Tools
 Rollen


Summary
Functions and services of a P3O model

Centre of
Excellence
Planning (Portfolio)

Deliveryy
(Programmes and Projects)


Models and features

Model Features
Permanent office set up to support the definition and
Organization Portfolio delivery of a portfolio of change across the entire
Office organization or enterprise.
Permanent office set up to support the definition and
Hub & Spoke delivery of a portfolio of programmes and projects within a
department, division, geographical region or business unit.
No permanent office exists; temporary Programme and
Temporary Office Project Offices (or individuals with support skills) are set up
as new initiatives are launched

No physical central office; P3O functions are carried out by
Virtual Office
business or functional units across the organization.
g

Very small office or single individual, usually focused on
Small Organization
consistency of methods/training etc
methods/training, etc.


Organization Portfolio Office Model

Strategy or Corporate Services
Business Change or Divisional
Director Director

Strategic Delivery Portfolio Office
Portfolio Office
Strategy support Delivery functions Centre Of Excellence
Prioritization Flexible Resource Pool functions
Benefits Capacity Planning Standards
Management Dashboards Resource Management Training and Coaching
Governance support HR Management Assurance
Oversight, scrutiny and Contract Management – Good Practice
challenge external resources Knowledge Management
Facilitate
F ilit t programme or Tools
project start-up Consultancy

Project Office Project Office
(temporary – (temporary –
set up to set up to
support a specific support a specific
initiative) initiative)

© Crown copyright 2008. Reproduced under license from the Cabinet Office.


Set-up re energize
Set up or re-energize a permanent
P3O structure



Implement or re-energize a permanent P3O

Identify the Define the Deliver the
P3O P3O Closure
P3O

 Current state  Design Team  Implementation in  Review
 Future:  Develop Governance Tranches  Formal closure
Vision statement  Develop Blueprint  Deliver implementation  Evaluation
outline Business Case or transition plan
 Develop full Business  Lessons learned
outline Blue Print (Deliver capabilities)
Case
 Realize Benefits
 Stages/Tranches
 Phased implementation
or transition plan


Inhalt

1 Überblick

2 Nutzen
N t



Unterstützung der Unternehmensstrategie

 wenn primär nur Initiativen durchgeführt würden, die auch nach sorgfältiger
Prüfung noch Erfolg verheissen;

 wenn laufende Änderungen von Zeit zu Zeit daraufhin untersucht würden,
ob sie aktuell noch zum U e e e se o g be age ;
s e a ue oc u Unternehmenserfolg beitragen;

 wenn die Projektlandschaft regelmässig an aktuelle Erfordernisse und
Entwicklungen angepasst und entsprechend optimiert würde.


Die Bedeutung des Reifegrads in der Projektwelt

Level 1  Chaotisch
Aware
 Projekterfolg abhängig von „Helden
Helden“

 Kostenminderung durch Vermeidung redundanter Projekte
Level 2
Repeatable  G t i t E b i
Gesteigerte Ergebnisqualität
lität
 Verbesserte Planungszuverlässigkeit

 Reduktion: Projektkosten bis 20% Projektdauer bis 25%
20%,
Level 3
Defined  Unterstützung der Unternehmensstrategie durch die richtigen Projekte
 Von aussen (Stakeholders, Kunden) wahrnehmbar optimierte Prozesse

Level 4  Reduktion: Projektkosten bis bis 33%, Projektdauer bis 40%
Managed  Reaktive Prozessoptimierung (basierend auf Kennzahlen)

Level 5  Reduktion: Projektkosten bis 50%, Projektdauer bis 50%
Optimized  Proaktive Prozessoptimierung

Based on Carnegie Mellon


Nutzen einer reifen Struktur und
Portfoliomanagement
 Immature or new P3O structures
– Data gathering

 Mature P3O structures
– Governance
– Transparency
– Delivery of Support
– Reusability
R bilit
– Traceability
A mature P3O model costs

<1%
of overall portfolio spend


Inhalt

1 Überblick

2 Nutzen
N t



Schulungsmodule

MoP & P3O Kombischulung

Dauer: 3 Tage

Zertifizierungen: MoP Foundation, P3O Foundation

MoP Practitionerschulung P3O Practitionerschulung
O

Dauer: 2 Tage Dauer: 2 Tage

Zertifizierung: MoP Practitioner
g Zertifizierung: P3O Practitioner
g


Foundation Examinations

P3O MoP
Duration 40 minutes
+ 10 if non-native speaker
Style 50 Multiple Choice Questions
17 Questions ‘Recall’ 14 Questions ‘Recall’
33 Questions ‘Explain’ 36 Questions ‘Explain’
Tests knowledge and comprehension
1 point per correct answer
No deductions for wrong answers
g
Pass mark 60 % = 30 Points 50 % = 25 Points
Materials allowed Pencil, pencil sharpener, eraser
Dictionary for non native speakers
non-native

Certification executed on behalf of the Cabinet Office by APM Group


Examination Structures

Practitioner
Pre-requisite  Foundation Certification
Duration  3 hours
 + 45’ if non-native speaker
Style  Objective Testing
 4 syllabus levels
 20 question lines per syllabus level
 Tests evaluation (50%) and application (50%)
 1 point per correct answer
 4 x 20 = Total 80 marks
Pass mark  50 % = 40 Points
Re-certification  < 5 years
Materials allowed  Pencil, pencil sharpener, eraser
 Dictionary / translation lists for non-native speakers
 Manual


Practitioner Certification

Practitioner
Pre-requisite
Pre requisite • Foundation Certification
Duration • 135 minutes (2h15m)
• + 35’ if non-native speaker
Style • Objective Testing
• 7 syllabus areas
• 10 question lines per syllabus area
• Tests evaluation and application
• 1 point per correct answer
• 7 x 10 = Total 70 marks
• Understanding and application
Pass mark • 50 % = 35 Points
Re-certification • < 5 years
Materials allowed • Pencil pencil sharpener eraser
Pencil, sharpener,
• Dictionary for non-native speakers
• Manual


Q & A, Diskussion
A



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