Presentation on theme: "Sue Vowler Project Angels"— Presentation transcript:
1 Sue Vowler Project Angels Portfolio, Programme and Project Offices (P3O®) NICS PMO Community 30th January 2009Sue VowlerProject Angels
2 OGC / TSO / APMG P3O®A single point of guidance or advice on setting up or running effective delivery “support / enabling” offices in alignment with OGC Best PracticeP3O guidanceEnhances and pulls 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 levelsLaunched on 28th October 2008
4 P3O Products Portfolio, Programme and Project Offices Hard CopyPDF Single UserHandheld eBookOnlinePortfolio, Programme and Project Offices PocketbookFor Successful Portfolio, Programme and Project Offices: Think P3OFoundation exam – APM Group
5 Examples of issues addressed… “How do I get senior management to understand how a good P3O model would pay for itself?”“I know our P3O isn’t working, but what does “best in class” look like?”“I have to set up a programme office, how big should it be, what roles should I put in place and what should it focus on?”“Do you have a role description for……?” or“Do you have a template / process for……?”
6 Publication Content Introduction Development path linked to maturity Why have a P3O?Business CaseFunding – set up and ongoingPerformance MeasuresWhat is P3O?Strategic Context – where does it / they report etc.Models and sizingRoles / responsibilitiesHigh level functions and servicesHow to set one up? - Lifecycle of P3OSetting it (them) upRe-energising an existing officeSustainability / continuous improvementClosing downHow to operate one? - Techniques / Tools
7 Appendices Roles / Responsibilities Business Case Case Studies Good Practice examples - link to online repositoryP3M3 overviewFunctions / ServicesFurther InformationGlossary
8 Models? Services / Functions? What is P3O?Models?Services / Functions?
15 Initial Questions asked…. What problems are we looking to solve?Are there any business drivers we must meet?What will be the scope of the office or model?Who will be its customers?What outcomes / added value are we expecting?How will we measure its success?What are the key services?
16 Background Problems and Drivers Prioritise spend on Programmes and ProjectsNo rogue / pet projects - alignment of all change to strategyVisibility of progress - “No surprises” during deliveryConsistency and predictability of deliveryClarity of roles / responsibilitiesClarity of decision making and escalation
17 A Portfolio Office would sit within the strategy, governance and performance directorate to support the whole organisationChange BoardCLTDirectorsDMTsHeads of ServicesServicesPortfolio OfficeFor CLT and Corporate Directors, Portfolio Management will enable a strategic (helicopter) view across the whole organisation, gaining a clear insight as to how it is delivering it’s strategic vision, and enabling an understanding of where value for money and customer focus can be foundProjectsProgrammesStrategiesFor service leads, and project and programme managers, the Portfolio Office would provide a central resource to help deliver the strategic objectives of the organisation by streamlining how the centre engages with them, providing best practice support and challenge and a set of standard best practice approaches to project and programme delivery. The Portfolio Office will liaise with directorate based programme offices (currently being developed)
18 A portfolio office would provide a helicopter view of progress, issues and risks of the organisation, as well as providing a central support function to the organisationCLTPortfolio OfficePortfolioManagementSecretariat Support for Change BoardQuality Assurance & Risk ManagementCommunications & Stakeholder EngagementMonitor & Review (Dashboard Reporting)Portfolio Build, Prioritisation, Analysis & ReportingInformation ManagementValue for Money project scopingDirectorsDMTsCentre ofExcellenceBest Practice Manual: The ApproachTraining & CoachingBest Practice GuidanceKnowledge ManagementCritical friend challenge & supportFacilitate programme & project start upHeads of ServicesServices
19 The Virtual P3O – “Dial a Friend” PortfolioOfficeRiskCommsITFinanceProcurementLegalHRDemocraticServicesThere are many people within the Council who can help (or hinder!) your project. Speaking to them at the right time is crucial to keeping your project on track.The Virtual P3O identifies the key teams within the organisation that, depending on the size and type of project, you will need to engage with and why they need to be involved
20 Achievements to date (6 months) Small Portfolio Office – 2 peopleStakeholder Analysis and EngagementVirtual P3O – The Project DirectoryMaturity based BlueprintCriteria for Programme / Project PrioritisationFormalised reporting ( with hand holding)Consistent (simple) Project ApproachImproved working in PartnershipsCross Directorate Project Forum
21 Overcoming Barriers to Success Continued senior management commitmentSolve their problems firstResistance to changeRetain what works well alreadyStakeholder engagement – “walk the talk”Workshops and working parties (including partners)Project ForumMake the time to support individualsOverly focussing on process and templatesSimple Approach linked to maturity levelInitial lack of quality portfolio informationGo with what you’ve got and refine over time“Hand hold” individuals and challenge reportsLack of trained staffLook for internal talent and use external mentor
22 Benefits of implementing P3O Focussed Change PortfolioReduction in the programmes and projects started for the wrong reasonsReduction in mobilisation timescalesMonitoring (and assurance) of progress:More programmes and projects delivered right first timeIssues highlighted earlier and escalated appropriatelyConsistency of approachCollaboration with partnersCommon language, process and templates
23 Case Study - Central Government Mature Function based model
24 Key messages Understand the problems you are trying to solve Build a Business Case and BlueprintUnderstand your organisation’s maturity levelP3O model + P3M3 maturity = successThere is no “one size fits all” solutionFlexibility / tailoring to suit the organisationEvolve services and grow capability over timeEngage in a Common languagePortfolio Office; Programme Office; Project OfficeDevelop Professional P3O staff with a career pathIdentify talent and develop internal capabilityRecognise the need to employ senior staff who have the ability to provide oversight, scrutiny and challenge
25 Any Questions? firstname.lastname@example.org Thank youAny Questions?