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Filling the gap

Learn how Project Support Offices (PSO) and Programme Support Offices (PSO) can effectively provide services beyond projects to ensure organizational predictability, effectiveness, and performance. Enhance your project delivery, throughput, and performance with this comprehensive guide.

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Filling the gap

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  1. Filling the gap How do PPSOs successfully provide services to other than projects? John Zachar Principal consultant 1

  2. “Standard” Definitions • Project A management environment (e.g. temporary grouping of resources) created to deliver unique business products according to a specified business case within pre-specified timescales • Portfolio A group of projects gathered together to make them easier to manage • Programme A group of projects, all focused on a common organisational objective or outcome, gathered together to make them easier to manage 2

  3. Our Definitions A temporary management environment meant to solve a problem, and implement change by delivering relatively unique products within agreed timescales and based on a valid business case. • Project • Portfolio A group of projects, assembled under an umbrella, possibly within a silo, to ease their management by establishing priorities for common resources (classic portfolio constraint). • Programme A group of projects assembled under an umbrella to ease their management, much like a portfolio, but unlike a portfolio, all the projects are focused on a common outcome. • PSO An office that supports projects with planning assistance, and maintains planning standards 3

  4. Project support office Throughput 4

  5. Project Support(Basic) • What • Collect data • Keep the individual project scores • Support individual projects • Produce reports • Acts as conduit for project information • Who • Typically administrative types • Generally passive in nature 5

  6. Project Support(More mature) • What • Information rather than data • Analyses and interprets • Support individual projects • Some authority • Begins to report on the portfolio • Who • Now includes functional specialists • Interventionist (audits / review) 6

  7. Project Support(Mature) • What • Centre of excellence / agency of change • Analyses and interprets • Support projects and portfolios • Provides training & support • Manages PMs career paths(may even ‘own’ PMs in terms of pay and rations) • Who • Now staffed by process specialists • Proactive & interventionist (reviews) 7

  8. Project Support(Mature) • What • Source of best practice (owns the method) • Maintains / manages PM capacity and capability • Involved in establishing strategic direction • Who • Staffed by people capable / competent in PM (process specialists) • Represents PM at board level This is about establishing project predictability, and therefore increasing the effectiveness of decision making!THINK PROJECT DELIVERY 8

  9. Portfolio Support • Support projects and portfolios by creating portfolio (or umbrella) perspectives of: • Risks & Issues • Benefits • Costs • Resource utilisation • Delivery / achievement • Method success / evolution • Lessons learned This is about establishing organisational predictability, and therefore increasing the effectiveness of the PM community!THINK THROUGHPUT 9

  10. Project support office Programme support office Throughput Performance 10

  11. Programme Support • Everything that has come before, both project and portfolio, AND • Support for the programme director • Help to identify which projects to commission(How to partition the implementation of the programme solution.) 11

  12. Programme Support • Benefits management • Identification • Quantification • Tracking / realisation This is about establishing organisational effectiveness, and therefore increasing the value of the PM community!THINK PERFORMANCE 12

  13. Questions & Answers John Zachar Principal consultant jzachar@citi.co.uk CITI Limited Lovat Bank, 37 Silver Street, Newport Pagnell, Bucks., MK16 0EJ 01908 283600 www.citi.co.uk 13

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