Post on 16-Nov-2014
description
transcript
Helping you deliver results through leading project services...
P3O® Information SessionPortfolio, Programme and Project Offices
Tracey Copland, PMP
© PM-Partners group. All rights reserved
Education | Consultancy | Delivery | Resourcing
Management Of Client Projects
Broad Range of Project & Programme Management Education Solutions
Business Analysis Education
Consulting to Enhance Capabilities, Processes & Systems
Methodologies, Programme Management, Portfolio Management & PMO
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:
© PM-Partners group. All rights reserved
Agenda
Introduction
What is P3O®?
The Value Proposition
Where to next?
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
© PM-Partners group. All rights reserved
Introduction
Projects?
Programmes?
Who wants to ensure the best mix of projects and programmes to achieve strategic goals?
Do you ever experience a gap between strategyand the delivery?
© PM-Partners group. All rights reserved
How do we bridge that gap between strategy/policy makers AND the
delivery arm of our organisation?
Consider…
© PM-Partners group. All rights reserved
P3O…?
Project Management
OfficeP3O®
Programme Management
Office
PMO
PSO
Programme Office
Project Office
Project Support Office
Enterprise PMO
© PM-Partners group. All rights reserved
What is P3O?
P3O = Portfolio, Programme and Project Offices
A decision enabling/delivery support model
May be a single permanent office
May be through a linked set of offices
© PM-Partners group. All rights reserved
P3O provides…
Universally applicable guidance to enable successful:
Establishment, Development/re-energizing Maintenance
of portfolio, programme and project offices
© PM-Partners group. All rights reserved
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
© PM-Partners group. All rights reserved
High Level Functions and Services of a P3O Model
Planning(Portfolio)
Delivery(Programmeand Project)
Centre of Excellence
(COE)
© Crown Copyright 2008. Reproduced under Licence from OGC
© PM-Partners group. All rights reserved
Planning Functions
Planning(Portfolio)
Portfolio build, prioritization, analysis and reporting
Programme and project set up and closure
Stakeholder engagement and communications
Planning and estimating
Capacity planning and resource management
Benefits realization management
Performance monitoring
© Crown Copyright 2008. Reproduced under Licence from OGC
© PM-Partners group. All rights reserved
Delivery Functions
Delivery(Programme and Project)
Monitor, review and reporting
Risk, issue and change management
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…
Informed senior management decision making on strategic alignment, prioritisation, and optimisationof resources
Identification and realisation of business benefits
Successful delivery of project outputs that enable benefits within time, cost and quality constraints
© PM-Partners group. All rights reserved
The Value Proposition
© PM-Partners group. All rights reserved
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
© 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”.
Source: Project Manager - Today, May 2009
© PM-Partners group. All rights reserved
The Value of a P3O (1)
Maintains “big picture” understanding of business change
Ensures right programmes and projects are launched
Ensures things done well the first time
Provides assurance, consistency, mentoring and single source reporting function
Organizational view of resources and risk
© PM-Partners group. All rights reserved
The Value of a P3O (2)
Improves organizational accountability, decision-making, transparency and visibility
Protects revenue and spend, enhancing value for money
Facilitates change more effectively and efficiently
Improves organizational programme and project delivery
Protects reputation and stakeholder confidence
© PM-Partners group. All rights reserved© Crown Copyright 2008. Reproduced under Licence from OGC
How does P3O add value?
Are we doing the right things? (Strategy)
Are we doing things the right way? (Design)
Are we getting the business benefits? (Value)
Are we getting things done well? (Delivery)
© PM-Partners group. All rights reserved
Where to next?
© PM-Partners group. All rights reserved
P3O Foundation Workshop Objectives
To provide a good understanding of the programme and project support office functions
To act as an informed member of a P3O
To assist in developing an appreciation of the issues and challenges that face Programme and Project Managers
© PM-Partners group. All rights reserved
Workshop Audience
Those currently working in a programme/project office supporting the planning, monitoring and control of projects
Those new to portfolio, programme or project office roles
Those aspiring to a more senior role in the programme/project office
Those requiring accreditation in P3O
© PM-Partners group. All rights reserved
Foundation Workshop
An Introduction to P3O
Why have a P3O?
P3O Models
P3O Roles
P3O Tools and Techniques
P3O Implementation
© PM-Partners group. All rights reserved
Accreditation
Foundation Examination40 minute, 50 question multiple-choice paper. Pass mark is 30/50Aims to measure whether a candidate could act as an informed member of a P3O.
Practitioner ExaminationExam format still to be determinedAims 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.
© PM-Partners group. All rights reserved
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
© PM-Partners group. All rights reserved
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
© PM-Partners group. All rights reserved
Questions?
Helping you deliver results through leading project services...
P3O® Information SessionPortfolio, Programme and Project Offices
Tracey Copland, PMP