Portfolio, Programme and Project Offices (P3O ® ) NICS PMO Community 30 th January 2009

1. Portfolio, Programme and Project Offices (P3O®)NICS PMO Community 30th January 2009 Sue Vowler Project 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 Practice • P3O guidance • Enhances 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 levels • Launched on 28th October 2008

3. OGC’s P3RM Products

4. P3O Products • Portfolio, Programme and Project Offices • Hard Copy • PDF Single User • Handheld eBook • Online • Portfolio, Programme and Project Offices Pocketbook • For Successful Portfolio, Programme and Project Offices: Think P3O • Foundation 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 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

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

8. What is P3O? Models? Services / Functions?

9. Business Change Governance

10. Organisation Portfolio Office Model

11. Hub and Spoke Model

13. Local Authority Case Study Milton Keynes Council

14. Life Cycle

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 Projects • No rogue / pet projects - alignment of all change to strategy • Visibility of progress - “No surprises” during delivery • Consistency and predictability of delivery • Clarity of roles / responsibilities • Clarity of decision making and escalation

17. Portfolio Office CLT Change Board Directors DMTs Heads of Services Programmes Services Projects Strategies A Portfolio Office would sit within the strategy, governance and performance directorate to support the whole organisation For 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 found For 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. Portfolio Office Portfolio Management Portfolio Build, Prioritisation, Analysis & Reporting Monitor & Review (Dashboard Reporting) Information Management Quality Assurance & Risk Management Communications & Stakeholder Engagement Secretariat Support for Change Board Value for Money project scoping Facilitate programme & project start up Centre of Excellence Best Practice Manual: The Approach Training & Coaching Best Practice Guidance Knowledge Management Critical friend challenge & support 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 organisation CLT Directors DMTs Heads of Services Services

19. Risk HR Finance Portfolio Office Legal IT Democratic Services Comms Procurement The Virtual P3O – “Dial a Friend” There 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 people • Stakeholder Analysis and Engagement • Virtual P3O – The Project Directory • Maturity based Blueprint • Criteria for Programme / Project Prioritisation • Formalised reporting ( with hand holding) • Consistent (simple) Project Approach • Improved working in Partnerships • Cross Directorate Project Forum

21. Overcoming Barriers to Success • Continued senior management commitment • Solve their problems first • Resistance to change • Retain what works well already • Stakeholder engagement – “walk the talk” • Workshops and working parties (including partners) • Project Forum • Make the time to support individuals • Overly focussing on process and templates • Simple Approach linked to maturity level • Initial lack of quality portfolio information • Go with what you’ve got and refine over time • “Hand hold” individuals and challenge reports • Lack of trained staff • Look for internal talent and use external mentor

22. Benefits of implementing P3O • Focussed Change Portfolio • Reduction in the programmes and projects started for the wrong reasons • Reduction in mobilisation timescales • Monitoring (and assurance) of progress: • More programmes and projects delivered right first time • Issues highlighted earlier and escalated appropriately • Consistency of approach • Collaboration with partners • Common language, process and templates

23. Case Study - Central GovernmentMature Function based model

24. Key messages • Understand the problems you are trying to solve • Build a Business Case and Blueprint • Understand your organisation’s maturity level • P3O model + P3M3 maturity = success • There is no “one size fits all” solution • Flexibility / tailoring to suit the organisation • Evolve services and grow capability over time • Engage in a Common language • Portfolio Office; Programme Office; Project Office • Develop Professional P3O staff with a career path • Identify talent and develop internal capability • Recognise the need to employ senior staff who have the ability to provide oversight, scrutiny and challenge

25. Thank you Any Questions? sue@project-angels.co.uk