Portfolio, Programme and Project Offices New Guidance from OGC

(P3O)

Sue Vowler

Lead Author - Project Angels

© TSO 2008. Content within this presentation maybe subject to change.

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

© TSO 2008. Content within this presentation maybe subject to change.

OGC’s P3RM Products

© TSO 2008. Content within this presentation maybe subject to change.

Proposed publications

Portfolio, Programme and Project Offices Portfolio, Programme and Project Offices Pocket Book For Successful Portfolio, Programme and Project

Offices: Think P3O

© TSO 2008. Content within this presentation maybe subject to change.

Time line

12/10/2006 - agreed need / market for guidance June 2007 – Best Practice Showcase launch October 2007 – Review Group launch Authoring – November 2007 to February 2008 Review and redraft – March to August 2008 Pilots – May to August 2008 Official OGC Launch – October 28th 2008

© TSO 2008. Content within this presentation maybe subject to change.

Organisation Portfolio Office Model

Project Office(temporary - set up to

support a specific initiative)

Project Office(temporary - set up to

support a specific initiative)

Programme Office

(temporary - set up to support a specific

initiative)

Programme Office

(temporary - set up to support a specific

initiative)

Programme Office

(temporary - set up to support a specific

initiative)

Portfolio functionsStrategy support

PrioritisationManagement Dashboards

BenefitsGovernance support

Oversight, scrutiny and challenge

Centre Of Excellence functionsStandards

Training and CoachingAssurance

Good PracticeKnowledge Management

ToolsConsultancy

Main Board Director

Delivery functionsCapacity Planning

Resource ManagementHR Management

Contract Management – external resources

Facilitate programme or project start-up

Flexible Resource Pool

Organisation Portfolio Office

Project Office(temporary - set up to

support a specific initiative)

© TSO 2008. Content within this presentation maybe subject to change.

Hub and Spoke Model

OrganisationPortfolio Office

(permanent)Strategy support

PrioritisationBenefits

Management Dashboards

Hub Portfolio / Programme Office

( permanent)Scrutiny and Challenge

ReportingPlanning

AssuranceTailored standards

Flexible Resource Pool

Hub Portfolio / Programme Office

( permanent)Scrutiny and Challenge

ReportingPlanning

AssuranceTailored standards

Flexible Resource Pool

Centre Of Excellence

StandardsTraining

CoachingAssurance

Good PracticeKnowledge

ManagementTools

Consultancy

Programme Office

(temporary - set up to support a specific

initiative)

Programme Office

(temporary - set up to support a specific

initiative)

Programme Office

(temporary - set up to support a specific

initiative)

Programme Office

(temporary - set up to support a specific

initiative)

Programme Office

(temporary - set up to support a specific

initiative)

Project Office(temporary - set up to

support a specific initiative)

© TSO 2008. Content within this presentation maybe subject to change.

Some influences on P3O development? PRINCE2 and MSP OGC Centres of Excellence initiative in UK government (2003) KPMG surveys (2002 and 2005) PMI White Paper – The Multi-Project PMO (2007) P3M3 – maturity models

Future - OGC P3O initiative (2008)

© TSO 2008. Content within this presentation maybe subject to change.

Trends Emergence of Portfolio Management

• Supporting 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

© TSO 2008. Content within this presentation maybe subject to change.

P30 Guidance - Audiences

Why? • Corporate • Senior Management • Departmental Heads

What? • SROs • Programme Manager • Portfolio or Programme Office Manager

How? • Staff within a P3O

© TSO 2008. Content within this presentation maybe subject to change.

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

How to operate one? - Techniques / Tools

© TSO 2008. Content within this presentation maybe subject to change.

Appendices

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

© TSO 2008. Content within this presentation maybe subject to change.

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@project-angels.co.uk

www.best-management-practice.com