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Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
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Developing Project Offices
William Franklin
Objectives
• Context for project, programme and portfolio management support structures and centres of excellence
• Structure of portfolio, programme and project offices
• Benefits of establishing a structured framework of support, standards and information sharing
Portfolio Management
Project Management
Programme Management
Vision and Strategic Objectives
Change Management
Core
Bus
ines
s
Chan
ge a
ctivi
ties
Chan
ge a
ctivi
ties
4
Responsibilities for best practice
Accredited Training Organisation
Owner of BestManagement
Practice
Examiningboard
PRIORITISATION
COORDINATION COORDINATION Risk
DELIVERY DELIVERY
PORTFOLIOLEVEL
PROGRAMMELEVEL
PROJECTLEVEL
INDIVIDUAL PROJECT &PROGRAMME SUPPORT
Manages overallRisk exposure
Decision enabling/delivery support model
Integrated model
PRIORITISATION
COORDINATION COORDINATION Risk
DELIVERY DELIVERY
Integrated modelCentre of Excellence
P3 and BAU
Portfolio – “The totality of an organisation’s investment (or segment thereof) in the changes required to achieve its strategic objectives.”
Programme – “A temporary flexible organisation created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives”
Project – “A temporary organisation structure designed to deliver specific outputs over a defined period of time according to specified cost, quality and resource constraints”
Business as usual – “Day to day work, with standardisation and limited changes. Based on a line management structure, where staff have certainty and stability over their work and are clear about their roles”
Portfolio vs. Programme or Project Offices
Portfolio Offices Programme and Project Offices
Focused on doing the ‘right changes’ Focused doing the ‘change right and doing the change well’
Define right changes, those that best align with strategic objectives, at that particular time, attract acceptable risk, complexity, cost and impact on business as usual
Support programme and project managers to delivery a specific change on time, within budget and to standard
Usually permanent, aligned with corporate financial governance structures and decisions
Temporary, aligned with Programme or Project governance structure arrangements
Contact with Senior Management Board
Contact with Programme or Project Board
Benefits by Business ImpactBenefits - disciplined project selection
Lots of initiatives, company is growing and
investing in new directions
Strategic
Establishing new presence in new
region
Speculative
Improving quality of delivery
Operational
Cost reduction and efficiency improvements
Support
Strategic Speculative
Operational Support
Importance to current organisation
Imp
ort
ance
to
fu
ture
org
anis
atio
n
Benefits – quality standards• Enables implementation of quality
management standards
• Increases the number of project deliverables that are ‘right first time’
• Enables implementation of international best practice in P3O:—Portfolio management—Programme management—Project management
Benefits – efficient use of resources
Project 1
Project 2
Available resources
• Disciplined project selection process based on business benefits/value for money/strategic contribution
• Enables one vision of all projects across the organisation, leading to focussed project activity
Benefits – information exchange
PMO
Projecttolerances
Projectprogress/exceptions
Project Board
Project Manager
Team Manager
Stagetolerances
Stageprogress/exceptions
Work Packagetolerances
Work Packageprogress/issues
• To PMO:• Project progress• Project level risks, issues
and changes• Exceptional items
• From PMO:• Decisions on priority in
overall portfolio• Decisions on resource
availability and allocation
• Information on risks, issues and changes from other projects
Dir
ect
ing
Ma
na
gin
gD
eliv
erin
g
PMO responsibilities
Support/Enabling Assurance/RestrainingGovernance
Provision of tools, techniques and resource
database
Information hub for senior management
Central management of core project, programme and portfolio functions
Verifying achievement towards planned
outcomes
Optimisation of portfolio to achieve successful
implementation of change
Ensuring viability of desired strategic outcome
Level o
f bu
siness ch
an
ge
Typical P3O roles
Management roles• PO Sponsor• Head of PO• Programme or project
specialist (coach/mentor)• Programme or project
officer (coordinator or administrator)
Functional roles• Benefits• Commercial (contract)• Communications & stakeholder
engagement• Information/Config Mgt• Finance• Issue/Risk/Change• Planning• Quality assurance• Resource management• Reporting• Secretariat/administrator• Tools expert
© Maven Training 200915
P3O Sponsor• Ideally member of main board • Directs and champions establishment and evolving
operation of the P3O • Committed to developing maturity of project
management across the organisation• Has strong leadership and management skills• Understands wider objectives of the portfolio and
programmes• Develops and maintains relationships with senior
managers, programme and project teams and 3rd parties
© Crown copyright 2008
© Maven Training 200916
Head of P3O• Establishes and runs permanent office• Develops and maintains robust relationships with
business, programmes and projects• Understands wider objectives of the change, has
credibility within environment to influence others • Provides strategic challenge, overview and scrutiny• May be a Strategic or Business Planning Manager or
Director• Has significant experience of project management• Has understanding of programme and portfolio
management
P3O pitfalls• Not investing appropriately in the right skills• Investing too heavily in tools which the organisation is too immature to
use effectively• Trying to do too much too quickly – instead of a phased implementation• Unsupportive culture due to lack of senior management support• Lack of skilled programme and project managers• Lack of clarity in roles and responsibilities of individuals or of the
Programme Office Lack of integration of functions and services offered by P3O offices and the wider organization
• Lack of buy-in of business owners into the need for project and programme discipline
• Low level of understanding of the Senior Management role in sponsoring business change
• Lack of appetite on the part of senior managers for decision support information
www.mavenprojectmanagement.co.uk
www.mavenprojectsponsorship.co.uk
Thank you
www.maventraining.co.uk