Portfolio, Programme and Project Offices A Practical Introduction Sue Vowler, Project Angels Limited

1
Portfolio, Programme and Project OfficesA
Practical Introduction Sue Vowler, Project
Angels Limited

• BPUG Workshops at Project Challenge are supported
  by

2
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
OGCs P3RM Products
4
Publications

• Portfolio, Programme and Project Offices
• Portfolio, Programme and Project Offices Pocket
  Book
• For Successful Portfolio, Programme and Project
  Offices Think P3O

5
P30 Guidance - Audiences

• Why?
• Corporate
• Senior Management
• Departmental Heads
• What?
• SROs
• Programme Manager
• Portfolio or Programme Office Manager
• How?
• Staff within a P3O

6
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

7
Why have a P3O?
8
Why have a P3O?
9
What is P3O?

• Models?

10
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
Organisation Portfolio Office Model
12
Hub and Spoke Model
13
What is P3O?

• Services and Functions?

14
(No Transcript)
15
How to implement or re-energise a P3O?
16
P3O Model Lifecycle
17
Appendices

• Roles / Responsibilities
• Business Case
• Case Studies
• Good Practice examples - link to online
  repository
• P3M3 overview
• Functions / Services
• Further Information
• Glossary

18
Roles Management and Generic

• P3O Sponsor
• Head of P3O (Permanent Office) Head of
  Portfolio Office
• Head of Programme or Project Office
• Portfolio Analyst
• Programme or Project Specialist (internal
  consultant)
• Programme or Project Officer ( Co-ordinator or
  administrator)

19
Functional based roles

• Benefits
• Commercial
• Stakeholder and Communications
• Information Management
• Consultancy and Performance Management
• Finance
• Issue

• Change Control
• Planning
• Quality Assurance
• Resource Management
• Risk
• Reporting
• Secretariat / Administrator
• Tools Expert

20
Case Study - Business delivery / role focus
21
Case StudyFunction based model
22
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_at_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_at_usergroup.org.uk