Portfolio, Programme

and Project Offices (P3O®) Best Practice Model

Senior management commitment PRINCIPLES Energized change culture
P3O
Sponsor
P3O® Model Financial
Portfolio (MoP®)

Management of Portfolios
Portfolio Categorize Management
Benefits Risk
Permanent Analyst Management Management

Strategy alignment
Head of Organization Deliver Portfolio
P3O Define

Service Strategy, Capacity Management

Portfolio Understand Prioritize Energy of Change
Standards and Assurance

Portfolio Management Stakeholder

Office Control Portfolio Progress Engagement
of Change Group
Portfolio Direction Resource Organization
(IT) Hub (FM) Hub Group Management (Roles)
Portfolio Portfolio Plan Balance P3M3®
Office Office

Strategic
Programme
Head of Report
Hub P3O Permanent Head of
Hub P3O
Governance alignment Portfolio office

Envisioning and communicating a better future PRINCIPLES Leading change Escalated Issues Learning from experience
Senior and Risks

Remaining aligned with corporate strategy

Responsible Sponsoring Group

Managing Successful Programmes

Owner
Programme (MSP®)

the Tran
Define the age ch
Identify a an

Change, Availability & Continuity Management

Mandate usually Programme M e
Programme Close
results from Blueprint, Plan Deliver

s
Vision, Objectives,

ITIL® Service Management

Policy, Vision Tranches, Business Case, Capability Programme
Brief, Goals,
or Strategy

Management of Risk
Benefit Profiles and Map (Projects)
Centre of Excellence

Sponsor
Governance Strategies
Temporary Programme Realize the

Programme
Programme Manager
Benefits
Business Change Managers
Office (Operations)

Escalated Issues
Head of (G o )
vern a nce and Risks
Programme
Office

Focusing on the benefits and threats to them Designing and delivering a coherent capability Adding value
Project Progress
Report
Learn from experience PRINCIPLES Manage by exception

Change, Release & Configuration Management

Project Mandate usually
Board in the form of:
Directing a Project
Executive (Governance)
Terms of Reference

Continued business justification

Project (PRINCE2®)

Senior User(s)
Senior Supplier(s) Stage Highlight
Coaching and Mentoring

Temporary Report
Exceptions
Project
Starting up Initiating a Project Managing a Controlling Closing
Office

Project
a Project Stage Boundary a Stage

PRINCE2®
Strategies, Project Plan, a Project
Project Outline Business Case, detailed Business Case, Plan Next Stage, (Work Packages, Handover
Head of Manager Project Team, Benefits Review Plan, Update Business Case, Reports, Issues) End Project Report
Project Office Approach, Brief PID End Stage Report
Issues

Work Package Managing

Checkpoint
Report Product Delivery
Quality Review, Checkpoint Reports,
Team Specialist Outputs
Managers
Tailor to suit the project environment Defined roles and responsibilities Manage by stages Focus on products
Management of operational risk

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MSP®, PRINCE2®, MoP®, P3O® , ITIL® ,P3M3® are registered trade marks of AXELOS Limited. Based on AXELOS MSP®, PRINCE2®, MoP®, P3O® material. Reproduced under licence from AXELOS. or to contact a Training Specialist, call +44 (0) 1270 611600
P30 - Portfolio, Programme P3O ROLES
These should be treated as a “pick and mix” set to
create custom job descriptions tailored to the
and Project Offices
organization’s business and customer requirements.
MANAGEMENT ROLES
P3O Sponsor
Directs and champions the establishment of the P3O Development and ongoing management of an
and is ideally a main board member.
Head of P3O
Establishes and runs the portfolio office, more than Programme or Project Specialist
one is required if a hub & spoke model is used,
provides strategic challenge, overview and scrutiny. methods, usually an internal consultant, coaching,
Portfolio Direction Group (PDG)
or Investment Committee
This is the governance body where decisions about
Portfolio
inclusion of initiatives in the portfolio are made.
No initiative should be included within the portfolio
or funded without the PDG/IC’s approval.
Responsibilities
• Agree the portfolio management framework
• Agree the processes contained within the
portfolio definition cycle and ensure that they
operate effectively
• Approve changes to the practices within the
portfolio within the portfolio definition cycle
• Approve the portfolio strategy and delivery plan.
Sponsoring Group
Programme
Key stakeholders who authorize the programme
investment decision(s). During the course of an
MSP programme, they may only meet a handful
of times, but could be more ‘hands on’.
Senior Responsible Owner
The most affected, most interested member of the
sponsoring group. Accountable for the programme,
the Senior Responsible Owner also chairs the
programme board. Should lead the programme
with charisma and dynamism.
Project Board
Together, the Executive, Senior User(s) and
the Senior Supplier(s) make up the Project Board.
Project
The Project Board has authority and responsibility
for the project within the instructions (initially
contained in the project mandate) set by corporate
or programme management.
Executive
The Executive (supported by the Senior User(s) and
the Senior Supplier(s)) is ultimately accountable for
the project’s success and is the key decision maker.
MSP®, PRINCE2®, MoP®, P3O® , ITIL® ,P3M3® are registered trade marks of AXELOS Limited.
Based on AXELOS MSP®, PRINCE2®, MoP®, P3O® material. Reproduced under licence from AXELOS.
Head of Programme or Project Office
Establishes and runs a temporary office, needs strong
leadership and PPM skills, and may deputize for the
Programme Manager.
GENERIC ROLES
Portfolio Analyst
optimized portfolio, develop and maintain
management dashboards.
Promotes programme and project management
mentoring and facilitating workshops during project
or programme startup.
Portfolio Progress Group (PPG) or
Change Delivery Committee (CDC)
This is the governance body responsible for
monitoring portfolio progress and resolving issues
that may compromise delivery and benefits
realization.
Responsibilities
• Agree the processes contained within the portfolio • Champion the implementation of portfolio management
delivery cycle and ensure that they work effectively
• Approve changes to the practices within the
portfolio delivery cycle
• Ensure that all programmes and projects comply
with agreed delivery standards – e.g. use of
business change lifecycle.
Programme Board
Helps, supports and assists the Senior Responsible
Owner to drive the programme forward. Chaired by
the Senior Responsible Owner, the Programme
Board also has the Programme Manager and
Business Change Manager(s) as standing members.
Others, such as representatives of corporate
functions, Project Board executives and
lead supplier may attend on an optional basis.
Senior User
The Senior User is responsible for specifying
the needs of those who will use the project’s
products, for user liaison with the project
management team and for those needs within
the constraints of the Business Case in terms
of Quality, functionality and ease of use.
Senior Supplier
The Senior Supplier(s) represent the interests of
those designing, developing, facilitating, procuring
and implementing the project’s products.
Programme or Project Officer
Collects & maintains data in a consistent form should
be improving the planning and delivery process,
implementing guidelines, procedures and templates,
hands on delivery support.
FUNCTIONAL ROLES
These roles often have line management in the wider
corporate organization and are often seconded into the
PPM environment.
Benefits & Value role
Commercial role
Ensures decisions meet standards & offer ‘value for money’
procurement or purchasing.
Business Change Director
or Portfolio Director
The Business Change or Portfolio Director is the
management board member who is responsible for the
portfolio strategy and provides clear leadership and
direction through its life.
Responsibilities
across the organization
• Secure the investment to implement portfolio
management, including a portfolio office where required
• Provide overall direction and leadership for the
implementation and delivery of the portfolio.
Programme Manager
The day to day role in MSP. Responsible for developing the
programme's governance framework, the Programme
Manager also facilitates the development of the Blueprint
(the design document) and other key MSP documents
(e.g. the programme plan).
Thereafter, the Programme Manager runs the programme by
managing the programme's budget/resources, risks, issues,
stakeholders, business case, monitors that the programme
(and it's constituent projects) is not drifting off course. The
Programme Manager coordinates the delivery of projects
in view of their complex dependencies.
Project Assurance
The Project Board is responsible, via its Project Assurance
role, for monitoring all aspects of the project’s performance
and products independently of the Project Manager.
Change Authority
A person or group to which the Project Board may delegate
responsibility for the consideration of requests for change or
off-specifications. The Change Authority may be given a
budget and can approve changes within that budget.
Communications & Stakeholder
Engagement role
Information Management role
Custodian of all master copies (Configuration
Management). Works closely with Information
Assurance. Linked to Change Control and Issue roles.
Consultancy & Performance
Management role
Seeking to continual PPM process improvement.
Finance role
Almost always embedded in P3O but with line
management in corporate finance.
Issue role
Change Control role
Portfolio Manager
The Portfolio Manager coordinates the effective and
efficient operation of the portfolio management
practices and provides support to the Business
Change/Portfolio Director, portfolio direction
group/investment committee and portfolio progress
group/change delivery committee – including ensuring
that they receive the information they require to enable
them to discharge their responsibilities.
Responsibilities
• Drafts the portfolio strategy and delivery plan for the
Business Change/Portfolio Director.
• Keeps the portfolio management framework up to date
• Prepares the regular portfolio dashboard for the PDG/IC
and PPG/CDC.
Business Change Manager(s)
Key role in MSP which is benefits focused. From the
affected operational areas, Business Change Manager(s)
are charged with writing the 'future state' description
for the blueprint design document, and thereafter
developing key benefits related documentation such
as the benefits map and benefits profiles.
In the delivery phase, they must plan for the transition
from an old way of working to a new way of working,
whilst maintaining business as usual. They must ensure
that the change has 'stuck' in order to fully realize the
expected benefits.
Project Manager
The Project Manager is the single focus for day-to-day
management of the project. This person has the authority
to run the project on behalf of the Project Board within
the constraints laid down by them.
Team Manager
The person responsible for the production of those
products allocated by the Project Manager (as defined in
a Work Package) to an appropriate quality, timescale and
at a cost acceptable to the Project Board. This role reports
to, and takes direction from, the Project Manager.
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Planning and estimating role
Portfolio, Programme and Project Plans with the creation
of dependency logs.
Quality Assurance role
Best Practice - key roles and responsibilities
Products and services delivered by the change portfolio
are fit for purpose.
Resource Management role
P3O®
Current and future staffing and skill assessment.
Risk role
Ensures corporate risk policy and strategy is adopted
within change programmes.
Reporting role
Secretariat/Administrator
Tools Expert
Software tool expert.
Portfolio Benefits Manager
Management of Portfolios
The Portfolio Benefits Manager ensures that a consistent
‘fit for purpose’ approach to benefits management is
applied across the portfolio and that benefits realization
is optimized from the organization’s investment of change.
Responsibilities
MoP®
• Develops and maintains the organization’s portfolio
benefits management framework
• Considers and advises the Portfolio Manager or Director
on changes to the portfolio benefits management
framework.
• Provides training and awareness-building sessions on
the application of the portfolio benefits management
framework.
Business Change Team(s)
Operational members of staff, formed in order to support
Managing Successful
the Business Change Manager(s) when the operational
area is exposed to the 'trauma' of change. They report
Programmes
to, and take direction from, the relevant service area
specific Business Change Manager(s).
MSP®
Programme Office
The information hub for the programme - involved in
planning, resource management, risk and issue
management, facilitation of stakeholder engagement
activities, supplying information for, and disseminating
the results of, review and so on. If the programme's
information is out of date - it is out of control. You cannot
have a programme without a programme office.
Project Support
An administrative role in the project management team.
Project Support can be in the form of advice and help with
project management tools, guidance, administrative
PRINCE2®
services such as filing, and the collection of actual data.
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