Helping you deliver results through leading project services...

P3O® Information Session

Portfolio, Programme and Project Offices

Tracey Copland, PMP

Education | Consultancy | Delivery | Resourcing

ƒ Management Of Client Projects

ƒ Broad Range of Project & Programme Management Education Solutions
ƒ Business Analysis Education
ƒ Consulting to Enhance Capabilities, Processes & Systems
ƒ Methodologies, Programme Management, Portfolio Management & PMO
ƒ Project Management Contracting & Recruitment

Profile: Over 60 experienced consultants and facilitators managing more

than 300 engagements each year in most industry sectors throughout
Australia, Asia & Europe.

Endorsements:

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Agenda

ƒ Introduction
ƒ What is P3O®?
ƒ The Value Proposition
ƒ Where to next?
ƒ Questions

P3O® is a Registered Trade Mark of the Office of Government Commerce.

The Swirl logo™ is a Trade Mark of the Office of Government Commerce

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Introduction

ƒ Projects?

ƒ Programmes?

ƒ Who wants to ensure the best mix of projects and

programmes to achieve strategic goals?

ƒ Do you ever experience a gap between strategy

and the delivery?

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Consider…

How do we bridge that gap between

strategy/policy makers AND the
delivery arm of our organisation?

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P3O…?

Project Office
Project PMO
Support Enterprise
Office PMO
Project
Management
PSO P3O® Office

Programme
Programme
Management
Office
Office

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What is P3O?

ƒ P3O = Portfolio, Programme and Project Offices

ƒ A decision enabling/delivery support model

ƒ May be a single permanent office

ƒ May be through a linked set of offices

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P3O provides…

ƒ Universally applicable guidance to enable

successful:

à Establishment,
à Development/re-energizing
à Maintenance

of portfolio, programme and project offices

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Consider…

“Right now our projects, and our project managers,

need the help, support and guidance of a good
PMO. Just make sure that your PMO’s focus is the
right one for your business”.
P. Taylor, Director of PMO, Siemens PLM Software, UK

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 High Level Functions and Services
of a P3O Model

Planning
(Portfolio)

Delivery
(Programme
and Project)
Centre of
Excellence
(COE)

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 Planning Functions

Portfolio build, prioritization, analysis and reporting

Planning
(Portfolio) Programme and project set up and closure
Stakeholder engagement and communications
Planning and estimating
Capacity planning and resource management
Benefits realization management
Performance monitoring

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 Delivery Functions

Monitor, review and reporting

Delivery
(Programme Risk, issue and change management
and Project) Finance
Commercial (including supplier management)
Quality assurance
Information management (incl. configuration and
management)
Transition management
Secretariat

© Crown Copyright 2008. Reproduced under Licence from OGC © PM-Partners group. All rights reserved
 COE Functions

Centre of
Excellence Standards and methods (processes and tools)
Internal consultancy
Organizational learning and knowledge
management
People and skills

© Crown Copyright 2008. Reproduced under Licence from OGC © PM-Partners group. All rights reserved
P3O Enables…

ƒ Informed senior management decision making on

strategic alignment, prioritisation, and optimisation
of resources

ƒ Identification and realisation of business benefits

ƒ Successful delivery of project outputs that enable

benefits within time, cost and quality constraints

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The Value Proposition

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Consider…

“PMOs (under any name)…are continuing to be sought

out as a solution for better management of projects
across a business division as well as entire enterprises”.

Source: Project Manager - Today, May 2009

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Consider…

“Anything that helps drive the PMO toward

excellence is of value in today’s tough
business/economic environment”.

Source: Project Manager - Today, May 2009

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The Value of a P3O (1)

ƒ Maintains “big picture” understanding of

business change
ƒ Ensures right programmes and projects are
launched
ƒ Ensures things done well the first time
ƒ Provides assurance, consistency, mentoring and
single source reporting function
ƒ Organizational view of resources and risk

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The Value of a P3O (2)

ƒ Improves organizational accountability,

decision-making, transparency and visibility
ƒ Protects revenue and spend, enhancing value
for money
ƒ Facilitates change more effectively and efficiently
ƒ Improves organizational programme and project
delivery
ƒ Protects reputation and stakeholder confidence

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 How does P3O add value?

ƒ Are we doing the right things? (Strategy)

ƒ Are we doing things the right way? (Design)

ƒ Are we getting the business benefits? (Value)

ƒ Are we getting things done well? (Delivery)

© Crown Copyright 2008. Reproduced under Licence from OGC © PM-Partners group. All rights reserved
Where to next?

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P3O Foundation Workshop
Objectives

ƒ To provide a good understanding of the programme and

project support office functions

ƒ To act as an informed member of a P3O

ƒ To assist in developing an appreciation of the issues and

challenges that face Programme and Project Managers

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Workshop Audience

ƒ Those currently working in a programme/project office

supporting the planning, monitoring and control of
projects
ƒ Those new to portfolio, programme or project office
roles
ƒ Those aspiring to a more senior role in the
programme/project office
ƒ Those requiring accreditation in P3O

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Foundation Workshop

ƒ An Introduction to P3O

ƒ Why have a P3O?

ƒ P3O Models

ƒ P3O Roles

ƒ P3O Tools and Techniques

ƒ P3O Implementation

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Accreditation

Foundation Examination
40 minute, 50 question multiple-choice paper.
Pass mark is 30/50
Aims to measure whether a candidate could act as an informed member of a P3O.

Practitioner Examination
Exam format still to be determined
Aims to measure whether a candidate could act as an informed member of a P3O
and show they have a full understanding of how to justify, build and manage a P3O.

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Consider…

“Firms with a centrally-managed PMO experience a

higher degree of project and portfolio
management in terms of people, processes,
technology and financial management”.

Source: The Value of the Project Management Office, March 2009 – A survey
conducted by Pole to Pole communications on behalf of CA

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Consider…

“…implementing a PMO in itself is not a panacea.

Instead, it is a centralized PMO strategy that
makes a difference.”

Source: The Value of the Project Management Office, March 2009 – A survey
conducted by Pole to Pole communications on be half of CA

© PM-Partners group. All rights reserved

Consider…

“Anything that helps drive the PMO toward

excellence is of value in today’s tough
business/economic environment”.

Consider…

Source: Project Manager - Today, May 2009

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Questions?

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Helping you deliver results through leading project services...

P3O® Information Session

Portfolio, Programme and Project Offices

Tracey Copland, PMP