P3O und MoP – Kompetenzen zur Verbesserung der Projektkontrolle

P3O & MoPP3O & MoP Kompetenzen zur Verbesserung der Projektkontrolle

Digicomp Lunchbriefing 18 September 2012Digicomp Lunchbriefing, 18. September 2012

P3O® is a Registered, MoPTM is a Trade Mark of the Cabinet OfficeThe Swirl Logo™ is a trademark of the Cabinet Office.18. September 2012

Profeo seit 2001

Highlights !

Disziplinen Projektmanagement Unsere Trainer und Consultants haben Management-Disziplinen oje a age e Programmmanagement Projektportfoliomanagement PMO

U se e a e u d Co su a s abe a age eund Führungserfahrung.

Jeder unserer Mitarbeiter ist ein Spezialist in einem PMOoder mehreren der Disziplinen.

Dienstleistungen Assessment 1. Projektdefinition zusammen mit dem Kundeng Consulting Training

2. Umsetzung zusammen dem Kunden3. Enablen des Kunden 4. Übergabe an den Kunden5. Coaching und Reviews nach Bedarf

Standards des Cabinet Office (CO)

PRINCE2 ®

MSP ®In DACH

Einzige CO zertifizierte Beratungsorganisation Cabinet Office (CO) MSP ®

MoP TM

P3O ®

P3M3 ®

Einzige CO zertifizierte Beratungsorganisation (als Affiliate von Outperform) mit eigenen zertifizierten Beratern

Älteste PRINCE2 einzige MSP und MoP

18. September 2012 © Profeo Ltd. 2

P3M3 ® Älteste PRINCE2, einzige MSP und MoP akkreditierte Trainingsorganisation (ATO)

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 N t2 Nutzen

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 MoPFacts 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.PurposeTo provide practitioners with universally applicable principles and practices p p y pp p p pthat will enable individuals and organisations (large or small) to successfully introduce or re-energise Portfolio Management approaches.

P3O = Portfolio, Programme and Project OfficesP3O® is a registered Trade Mark of the Cabinet Office. First published in 2008.PurposeThe P3O guidance enhances and pulls together in one publication existing g p g p gP3O guidance from existing Project, Programme and Portfolio Management Guidances such as PRINCE2, PMBoK, MSP, etc.


Introduction to MoPIntroduction to MoP


Elemente der Guideline

Implementierungsvarianten unter Berücksichtigung des Umfelds Einzuhaltende Prinzipien Die Prozesse (Cycles & Practices) für Aufbau und Unterhalt des Portfolios Anzuwendende Techniken

R ll Rollen Dokumentation

– Framework

2 Portfolio management cyclesMoP

Senior managementcommitment

Governancealignment

Strategy alignment

Portfoliooffice

Energized change culture

Portfolio definition

Portfoliodelivery

– Portfolio Plan – Dashboard Report

5 Portfolio management principles Understand

Categorize

Managementcontrol

Benefitsmanagement

Techniques

Prioritize

Balance

Plan

Financialmanagement

Riskmanagement

Stakeholder

Practices

Plan Stakeholderengagement

Organizationalgovernance

Resourcemanagement


Practices management

Cycles

Delivery cycle – do the things right– Broadly simultaneously

M t C t l

Definition cycle – do the right things– Broadly sequential

• Management Control• Benefits Management• Financial Management• Risk Management

1. Understand2. Categorise3. Prioritise4 B l • Risk Management

• Stakeholder Engagement• Organizational Governance• Resource Management

4. Balance5. Plan

g


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

C t ib ti i D k b it• Contribution margin = Deckungsbeitrag– non financial metrics, such as

• Value Benefits Analysis = Nutzwertanalyse (e.g. for internal organisational projects)St t i t ib ti• Strategic contribution

• OGC– Multi-Criteria Analysis

A l ti l Hi h P ( t t i bj ti i ht d i i i– Analytical Hierarchy Process (strategic objectives are weighted in pair-wise comparisons, with mathematical formulas Risk of spurious accuracy)

– Decision conferencingC id Att ti /R t A hi bilit /Ri k– Consider Attractiveness/Return versus Achievability/Risk

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 objectivesperformance and strategic objectives

Uses – Benefits Management Framework which

• High-level benefits• Guidance on benefits eligibility• Treatment of benefits throughout the business change lifecycle (Guidance and templates for Business Case g g y ( 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• 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 contextP3O and context


Elemente der Guideline

Einzuhaltende Prinzipien OfficefunktionenOfficefunktionen Mögliche Modelle Implementierungsvorgehen unter Berücksichtigung des UmfeldsImplementierungsvorgehen unter Berücksichtigung des Umfelds Anzuwendende Techniken ToolsTools Rollen


SummaryFunctions and services of a P3O model

Centre of Centre of Excellence Planning (Portfolio)

Delivery y(Programmes and Projects)


Models and features

Model Features

Permanent office set up to support the definition andOrganization Portfolio

Office

Permanent office set up to support the definition and delivery of a portfolio of change across the entire organization or enterprise.

Hub & SpokePermanent office set up to support the definition and delivery of a portfolio of programmes and projects within a department, division, geographical region or business unit.

Temporary OfficeNo permanent office exists; temporary Programme and Project Offices (or individuals with support skills) are set up as new initiatives are launchedas new initiatives are launched

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

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


consistency of methods/training, etc.

Organization Portfolio Office Model

Strategy or Corporate ServicesStrategy orBusiness Change

Director

Corporate Servicesor Divisional

Director

StrategicPortfolio OfficeStrategy support

Prioritization

Delivery Portfolio Office

Delivery functionsFlexible Resource Pool

Centre Of ExcellencefunctionsPrioritization

BenefitsManagement Dashboards

Governance supportOversight, scrutiny and

challenge

Flexible Resource PoolCapacity Planning

Resource ManagementHR Management

Contract Management –external resources

F ilit t

functionsStandards

Training and CoachingAssurance

Good PracticeKnowledge Management

ToolsFacilitate programme orproject start-up

ToolsConsultancy

Project Office(temporary –

set up tosupport a specific








initiative)initiative) initiative)initiative)

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

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


Implement or re-energize a permanent P3O

Identify the P3O

Define the P3O

Deliver the P3O Closure

Current state Design Team Implementation in ReviewCurrent state Future:

Vision statementoutline Business Case

Design Team Develop Governance Develop Blueprint Develop full Business

Implementation in Tranches Deliver implementation

or transition plan

Review Formal closure Evaluation Lessons learnedoutline Blue Print Develop full Business

Case Stages/Tranches Phased implementation

(Deliver capabilities) Realize Benefits

Lessons learned

Phased implementationor transition plan


Inhalt

1 Überblick

2 N t2 Nutzen



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 Unternehmenserfolg beitragen;ob s e a ue oc u U e e e se o g be age ;

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


Die Bedeutung des Reifegrads in der Projektwelt

Chaotisch Projekterfolg abhängig von Helden“

Level 1Aware Projekterfolg abhängig von „Helden

Kostenminderung durch Vermeidung redundanter ProjekteG t i t E b i lität

Level 2 Gesteigerte Ergebnisqualität Verbesserte Planungszuverlässigkeit

Reduktion: Projektkosten bis 20% Projektdauer bis 25%

Repeatable

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

Level 3Defined

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

Level 4Managed

Reduktion: Projektkosten bis 50%, Projektdauer bis 50% Proaktive Prozessoptimierung

Level 5Optimized


Proaktive ProzessoptimierungOptimized

Based on Carnegie Mellon

Nutzen einer reifen Struktur und Portfoliomanagement Immature or new P3O structures

– Data gathering

Mature P3O structures– Governance– Governance– Transparency– Delivery of Support

R bilit– Reusability– Traceability

A mature P3O model costs

< 1 %< 1 %of overall portfolio spend


of overall portfolio spend

Inhalt

1 Überblick

2 N t2 Nutzen



Schulungsmodule

MoP & P3O Kombischulung

Dauer: 3 Tage

Zertifizierungen: MoP Foundation, P3O Foundation

OMoP Practitionerschulung

Dauer: 2 Tage

P3O Practitionerschulung

Dauer: 2 TageDauer: 2 Tage

Zertifizierung: MoP Practitioner

Dauer: 2 Tage

Zertifizierung: P3O Practitioner


g g

Foundation Examinations

P3O MoPP3O MoPDuration 40 minutes

+ 10 if non-native speakerStyle 50 Multiple Choice Questions

17 Questions ‘Recall’33 Questions ‘Explain’

14 Questions ‘Recall’36 Questions ‘Explain’

Tests knowledge and comprehension1 point per correct answer

No deductions for wrong answersgPass mark 60 % = 30 Points 50 % = 25 PointsMaterials allowed Pencil, pencil sharpener, eraser

Dictionary for non native speakersDictionary for non-native speakers

Certification executed on behalf of the Cabinet Office by APM Group


Certification executed on behalf of the Cabinet Office by APM Group

Examination Structures

PractitionerPre-requisite Foundation CertificationDuration 3 hours

+ 45’ if non-native speakerStyle Objective Testing

4 syllabus levels 20 question lines per syllabus level20 question lines per syllabus level Tests evaluation (50%) and application (50%) 1 point per correct answer 4 x 20 = Total 80 marks4 x 20 Total 80 marks

Pass mark 50 % = 40 PointsRe-certification < 5 yearsMaterials allowed Pencil, pencil sharpener, eraser

Dictionary / translation lists for non-native speakers Manual


Practitioner Certification

PractitionerPre requisite • Foundation CertificationPre-requisite • Foundation CertificationDuration • 135 minutes (2h15m)

• + 35’ if non-native speakerStyle • Objective Testing

• 7 syllabus areas• 10 question lines per syllabus area• Tests evaluation and applicationTests evaluation and application• 1 point per correct answer• 7 x 10 = Total 70 marks• Understanding and application

Pass mark • 50 % = 35 PointsRe-certification • < 5 yearsMaterials allowed • Pencil pencil sharpener eraserMaterials allowed • Pencil, pencil sharpener, eraser

• Dictionary for non-native speakers• Manual


Q & A DiskussionQ & A, Diskussion
