Portfolio, Programme and Project (P3O®) Offices study guide mind map
P3O® - standard, framework, model and body of knowledge (not methodology or mthod) for general (not industry specific e.g. IT) Project, Programme, Portfolio Offices. P3O® provides a decision enabling/delivery support structure for all change within an organisation. P3O® is one of the 10 recognized globally and practically proven management standards from AXELOS® Global Best Practice family of UK standards. P3O® is a registered trade mark of AXELOS Limited.
1. P3O® Foundation courseware
2. P3O® - standard, framework, model and body of knowledge (not methodology or mthod) for general (not industry specific e.g. IT) Project, Programme, Portfolio Offices. P3O® provides a decision enabling/delivery support structure for all change within an organisation. P3O® is one of the 12 recognized globally and practically proven management standards from AXELOS® Global Best Practice family of UK standards.
2.1. P3O® v1 was published in 28.10.2008.
2.2. P3O® v2 was published in 2013.
2.3. How P3O® fits into AXELOS® Global Best Practices family of UK standards.
2.3.1. P3O® in AXELOS® Global Best Practices family
2.4. AXELOS® Global Best Practices family of standards from UK.
2.4.1. PRINCE2® Agile
2.4.1.1. see PRINCE2® Agile mind map
2.4.2. ITIL®
2.4.2.1. see ITIL® mind map
2.4.3. M_o_R® - Management of Risk
2.4.3.1. see M_o_R® mind map
2.4.4. MoV® - Management of Value
2.4.4.1. see MoV® mind map
2.4.5. MoP® - Management of Portfolios
2.4.5.1. see MoP® mind map
2.4.6. MSP® - Managing Successful Programmes
2.4.6.1. see MSP® mind map
2.4.7. PRINCE2® - PRojects IN Changing Environments
2.4.7.1. see PRINCE2® mind map
2.4.8. P3O® - Portfolio, Programme and Project Office
2.4.8.1. see P3O® mind map
2.4.9. yet remember - "In reality there are no such things as best practices. There are only practices that are good within a certain context."
2.5. Since 2000 the Office of Government Commerce (OGC), former owner of PRINCE2® (and other Best Management Practices) has been the custodian of the portfolio on behalf of UKG. In June 2010 as a result of UKG reorganisation the Minister for the Cabinet Office announced that the PRINCE2® functions have moved into Cabinet Office.
2.5.1. AXELOS are a new joint venture company, created by the Cabinet Office on behalf of Her Majesty’s Government (HMG) in the United Kingdom and Capita plc to run the Best Management Practice portfolio, now called AXELOS Global Best Practice
2.5.2. https://www.gov.uk/government/publications/best-management-practice-portfolio/about-the-office-of-government-commerce
3. P3O® consists of: 6 Principles, 5 Models, 6 Definition Activities (simply process), 21 Roles, 11 Techniques.
4. P3O® Official publications
4.1. Portfolio, Programme and Project Offices
4.1.1. ISBN-13: 978-0113312740
4.1.2. Published: 2010
4.1.3. Pages: 154
4.1.4. http://www.amazon.co.uk/Portfolio-Programme-Project-Offices-Axelos/dp/0113314221/
4.1.5. The most important, key position on P3O® preparing for exams Foundation and Practitioner.
5. P3O® Official resources
5.1. P3O® sample exams, available online
5.1.1. P3O® Foundation
5.1.1.1. http://online.apmg-exams.com/index.aspx?subid=28&masterid=9
5.2. P3O® examination syllabus
5.2.1. http://www.p3o-officialsite.com/nmsruntime/saveasdialog.aspx?lID=241&sID=34
5.3. P3O® glossary
5.3.1. EN
5.3.1.1. http://www.p3o-officialsite.com/nmsruntime/saveasdialog.aspx?lID=188&sID=89
5.3.2. PL
5.3.2.1. http://www.p3o-officialsite.com/nmsruntime/saveasdialog.aspx?lID=187&sID=89
5.4. P3O® White Papers
5.4.1. Business Benefi ts of P3O® Implementation
5.4.1.1. http://www.best-management-practice.com/gempdf/Business_Benefits_of_P3O_Implementation_White_Paper_Jan2010.pdf
5.5. P3O® website
5.5.1. http://www.p3o-officialsite.com/
6. This freeware, non-commercial mind map (aligned with the newest version of P3O®) was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the standard, model and framework P3O® and as a learning tool for candidates wanting to gain P3O® qualification. (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)
6.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Feel free to visit my website: www.miroslawdabrowski.com
6.1.1. http://www.miroslawdabrowski.com
6.1.2. http://www.linkedin.com/in/miroslawdabrowski
6.1.3. https://www.google.com/+MiroslawDabrowski
6.1.4. https://play.spotify.com/user/miroslawdabrowski/
6.1.5. https://twitter.com/mirodabrowski
6.1.6. miroslaw_dabrowski
7. Watch: P3O®: The Big Picture (by Patrick Mayfield)
8. Watch: Benefits of P3O® for individuals (by Harold Petersen)
9. P3O® Principles for Extracting Value (6)
9.1. What are principles?
9.1.1. Principles are universally applicable statements.
9.1.1.1. Principles are generic principles - the way in which they are applied must be tailored to suit the organizational circumstances, whilst ensuring the underlying rationale is maintained.
9.1.1.2. Prainciples are the common, universal and high-level factors that underpin success.
9.1.1.3. They provide guidance to organizations.
9.1.1.4. They guide the organization on what to aim for.
9.2. 1. Govern Effectively
9.2.1. Ensure correct governance, e.g. ensure that each Project has a correctly functioning Project Board as its decision authority. Ensure that timely and accurate data is collected to support decision making.
9.2.2. Supporting SROs and Senior Management.
9.2.3. Ensuring issues, risks and changes escalated to right level.
9.2.4. Providing Stage Gate Review coordination and assurance.
9.2.5. Collecting complete, timely and accurate data.
9.2.6. Amalgamating & analysing data to enable quality decision making.
9.2.7. P3O® can help by:
9.2.7.1. Providing support to senior management
9.2.7.2. Supporting governance: making sure that issues, risks and changes are escalated to the right level of authority.
9.2.7.3. Making sure that accurate and timely data is collected to enable quality decision making
9.3. 2. Hold people to account
9.3.1. Ensure correct governance, e.g. ensure that each Project has a correctly functioning Project Board as its decision authority. Ensure that timely and accurate data is collected to support decision making.
9.3.2. Providing standard role descriptions and Terms of References (ToRs) for boards.
9.3.3. Providing support, coaching and training for all levels of role.
9.3.4. Providing decision support to Senior Management (analysis of options and consequences).
9.3.5. Ensuring right decisions escalated to the right people.
9.3.6. P3O® can help by:
9.3.6.1. Providing senior managers with decision support - analyzing options and consequences
9.3.6.2. Providing support, coaching and training to all levels of role
9.3.6.3. Providing standard role descriptions and terms of reference for project and programme boards
9.4. 3. Prioritise investment, align and adjust to business strategy
9.4.1. Prioritise all business change and ensure a balanced portfolio which is aligned to strategy, but also supports mandatory changes (e.g. regulatory or “must do” maintenance projects).
9.4.2. Providing decision support to Senior Management (analysis of options and consequences).
9.4.3. Maintaining portfolio register of all programmes and projects (including ideas in ‘the pipeline’).
9.4.4. Facilitating & supporting pre-programme and pre-project scoping workshops.
9.4.5. Providing ‘fast-track’ mobilisation service ensuring scope & plans are aligned to strategic and BAU priorities.
9.4.6. Maintaining awareness of upcoming strategy changes, business issues, delayed decisions and their impact.
9.4.7. P3O® can help by:
9.4.7.1. Maintaining a register of all programmes and projects in teh portfolio, including ideas in the pipeline
9.4.7.2. Facilitating pre-programme and project scoping workshops
9.4.7.3. Supporting risk identification workshops across the portfolio
9.4.7.4. Scanning the business horizon for upcoming changes to strategy, business issues or delays and analyze the probability and impract of risks on the portfolio
9.5. 4. Safeguard value
9.5.1. Ensure all investments have a business case. Maintain a focus on benefits e.g. ensure that every Programme measures benefits using a robust and usable process.
9.5.2. Supporting the Business Case process.
9.5.3. Providing benefits tracking service to programmes and projects.
9.5.4. Ensuring a robust and useable measurement process.
9.5.5. Ensuring benefits aren’t double-counted.
9.5.6. P3O® can help by:
9.5.6.1. Supporting the business case process
9.5.6.2. Providing a benefits tracking process to business owners
9.5.6.3. Helping to identify potential opportunities to be realized, exploited or enhanced as part of risk analysis
9.6. 5. Invest in people and process
9.6.1. Use best practice approaches to P3, such as PRINCE2®, MSP® and MoP®. Develop training and coaching. Measure organisational P3 maturity.
9.6.2. Developing tailored approaches based on Cabinet Office guidance.
9.6.3. Developing training, coaching & mentoring approaches for all P3RM roles.
9.6.4. Advising on skills and capability assessments and training plans (using Cabinet Office P3RM Skills model).
9.6.5. P3O® can help by:
9.6.5.1. Developing training, coaching and mentoring for all roles
9.6.5.2. Advising on skills and capability assessments
9.7. 6. Track progress through highlight and exception based reporting
9.7.1. Ensure management time is used appropriately, by using management by exception. Focus on key risks and issues by using management dashboards and highlight reports.
9.7.2. Providing reporting and exception management service for all levels.
9.7.3. Developing management dashboards.
9.7.4. Ensuring data collection processes operate correctly.
9.7.5. P3O® can help by:
9.7.5.1. Providing a reporting and exception management service from project to portfolio level
9.7.5.2. Developing management dashboards to engage senior managers on key risks, issues and progress
10. P3O® Models (5)
10.1. Model are not to be used "as it is".
10.1.1. As a name model suggests, models must by tailored to specific organization requirements and capabilities.
10.2. P3O® Model
10.2.1. May be a single permanent office
10.2.2. May be through a linked set of offices
10.3. P3O® means “Offices” for P3. The Centre of Excellence (CoE) also known as Centre of Competence is a special type of office.
10.3.1. Portfolio Office
10.3.1.1. A permanent structure to support the management of an organisation’s projects and programmes.
10.3.1.1.1. Includes the investment process, strategic alignment, prioritisation, progress tracking and the monitoring of benefit realisation.
10.3.1.2. Focus on change.
10.3.1.3. Establish structures for programme / project selection.
10.3.1.4. Ensure alignment with strategic objectives / targets.
10.3.1.5. Assess organisational capability / capacity / maturity.
10.3.1.6. Allocate appropriate resources to programmes / projects.
10.3.1.7. Ensure scrutiny and challenge.
10.3.1.8. Identify / manage dependencies between programmes & projects.
10.3.1.9. Resolve resourcing conflicts.
10.3.1.10. Assist identification of threats / opportunities and evaluation of aggregate risks.
10.3.1.11. Monitor progress & ensure successful delivery of programmes & projects.
10.3.1.12. Adopt value management.
10.3.1.13. Ensure portfolio balance to minimise disruption to BAU.
10.3.1.14. Achieve VFM savings and efficiency gains from programmes and project rationalisation.
10.3.1.15. Link benefits of change to the performance management structure.
10.3.1.16. Ensure investment in R&D activities for long-term organisation survival.
10.3.1.17. Length
10.3.1.17.1. Permanent Office
10.3.2. Programme Office
10.3.2.1. The function providing the information hub and standards custodian for a programme and its delivery objectives. Normally temporary.
10.3.2.2. Can exist as a permanent office to provide support for more than one programme.
10.3.2.3. Length
10.3.2.3.1. Permanent or Temporary Office
10.3.3. Project Office
10.3.3.1. A temporary office set up to support the delivery of a specific change initiative being delivered as a project.
10.3.3.1.1. If used, the project office undertakes the PRINCE2® role of Project Support.
10.3.3.2. Provide support to the Project Manager and Board with:
10.3.3.2.1. Planning
10.3.3.2.2. Risk management
10.3.3.2.3. Issue resolution
10.3.3.2.4. Change management
10.3.3.2.5. ...
10.3.3.3. May act as Information Librarian
10.3.3.4. Length
10.3.3.4.1. Temporary Office
10.3.4. Centre of Excellence (CoE) / Centre of Competence
10.3.4.1. Watch: Centers of Excellence - Latte experience of P3O® from CC Learning (by Elissa Farrow)
10.3.4.2. Provides standards, consistency of methods and processes, knowledge management and training.
10.3.4.2.1. Its scope depends on the P3O® model, and will cover all or some of P3 (portfolios, programmes and/or projects).
10.3.4.3. It may provide standards, consistency of methods and processes, knowledge management, assurance and training.
10.3.4.4. It may also provide strategic oversight, scrutiny and challenge across an organization’s portfolio of programmes and projects.
10.3.4.4.1. It may be a function within a wider scope of P3O® or may be the only function of a P3O®.
10.3.4.5. This function provides a focal point for driving the implementation of improvements to increase the organization’s capability and capacity in programme and project delivery.
10.3.4.6. Methods, Skills, Knowledge Management
10.3.5. In general there is NO clear model or template for a PMO.
10.4. Organization Portfolio Office Model
10.4.1. Permanent office set up to support the definition and delivery of a portfolio of change across the entire organization or enterprise
10.4.2. Single permanent organization level office.
10.4.3. Temporary programme and project offices set up for new initiatives.
10.4.4. Focused on:
10.4.4.1. Strategic portfolio support.
10.4.4.2. Planning.
10.4.4.3. Delivery support.
10.4.4.4. CoE functions.
10.5. Hub and Spoke Model
10.5.1. Large organization model.
10.5.2. Multiple decentralised permanent hub portfolio offices.
10.5.3. Focused on:
10.6. Temporary Office Model
10.6.1. No permanent office exists.
10.6.2. Set up to support a new initiative and may be a team for a large programme or a single person supporting a Programme or Project Manager.
10.6.3. Temporary programme and project offices (or individuals with support skills) set up for new initiatives.
10.6.3.1. Only exist for the life of the delivery of the programme or project and they may be staffed from a central flexible resource pool or use locally sourced people who follow standards set by the Centre of Excellence.
10.6.4. Focused on:
10.7. Virtual Office Model
10.7.1. No physical central office.
10.7.2. Functions carried out by business or functional units.
10.7.3. Focused on:
10.8. Small Organization Model
10.8.1. Very small office.
10.8.2. Even single individual.
10.8.3. Focused on:
10.9. Large organization P3O Model
10.10. Mature P3O® models provide:
10.10.1. Governance
10.10.1.1. Supporting governance (including structures and accountabilities) through scrutiny and challenge, ensuring return on investment through effective management of delivery and risk
10.10.1.2. Establishing decision enablement rules
10.10.1.3. Ensuring information is appropriately escalated and cascaded
10.10.2. Transparency
10.10.2.1. Relevant, accurate and timely information (single source) to support decision-making
10.10.3. Delivery support
10.10.3.1. Ensuring programme, project managers and operational business managers do things right (competency and skills) and do them well (assurance), reducing bureaucracy and encouraging consistency
10.10.3.2. Ensuring competency and skills of:
10.10.3.3. Encouraging achievement of:
10.10.3.3.1. Consistency
10.10.3.3.2. Reduced bureaucracy
10.10.3.4. Comprehensive data for decision making
10.10.3.5. Expertise and competence to advise Management Boards
10.10.3.6. Defined standards for:
10.10.3.6.1. Information management
10.10.3.6.2. Methods of working (tailored as appropriate)
10.10.3.7. Tools for roll-up of information
10.10.4. Reusability
10.10.4.1. Embedding industry and sector best practice and sharing lessons learned
10.10.5. Traceability
10.10.5.1. History and documentation
11. P3O® Definition Activities (6)
11.1. 1. Establish the implementation team
11.1.1. It is critical that the right mix of capabilities are in place and include the following areas (a.k.a. POTI):
11.1.1.1. Processes
11.1.1.2. Organizational
11.1.1.3. Technology
11.1.1.4. Information
11.2. 2. Identify and analyse stakeholders
11.2.1. Stakeholder analysis, engagement strategy, communication planning:
11.2.1.1. Stakeholder analysis
11.2.1.2. A key success factor is to enthuse a champion (P3O sponsor)
11.2.1.3. Effective Communication Plan
11.2.1.4. Marketing plan
11.2.1.5. Don’t just communicate once – use regular programme / project management forums
11.3. 3. Refine the vision statement
11.3.1. Ensure that the outline Vision statement developed to start the P3O change initiative is refined to include a high-level view of the outcomes that will be achieved across, Processes, Organizational, Technology and Information (POTI) once the programme is completed.
11.4. 4. Develop the P3O blueprint
11.4.1. The Blueprint will describe the future state of the P3O model, either to be met in a single tranche of delivery or through multiple tranches.
11.4.2. It should include the following sections:
11.4.2.1. Processes
11.4.2.2. Organization
11.4.2.3. Tools and Technologies
11.4.2.4. Information Flows
11.4.2.5. Operational costs and performance levels
11.5. 5. Develop, model and validate the benefits
11.5.1. Refine Business case, develop Benefits Profiles and Benefits Management Strategy
11.5.2. Some of the benefit drivers which translate into Benefit Profiles that a P3O® may provide:
11.5.2.1. Improved costs savings
11.5.2.2. Improved cost avoidance
11.5.2.3. Increased strategic alignment
11.5.2.4. Increased programme and project throughput
11.5.2.5. Optimization of benefits
11.5.2.6. Improved portfolio management
11.5.2.7. Reduction in threats to the organization
11.5.2.8. Maximization of opportunities
11.5.2.9. More effective use of resources
11.6. 7. Plan stages or tranches of delivery
11.6.1. Adopt an incremental opposed to a ‘big bang’ approach
11.6.2. Each P3O® initiative will have its own unique phasing to achieve a future-state P3O® operating model as defined in the Blueprint
11.6.3. Use P3M3 assessment to identify the largest capability gaps and senior management concerns to drive priority
11.6.4. Early P3O® ‘quick wins’ could fund later tranches so making P3O® evolution self-financing
11.6.5. Design the implementation or improvement plan with focus on early critical improvement
12. P3O® Roles and Responsibilities (21)
12.1. Management Roles
12.1.1. P3O® Sponsor
12.1.1.1. Champion and direct the establishment and evolving operation of the P3O®
12.1.1.2. Responsibilities
12.1.1.2.1. Provide leadership by articulating outcomes
12.1.1.2.2. Develop and maintain a viable business case
12.1.1.2.3. Work in partnerships with senior managers in business areas
12.1.1.2.4. Manage key strategic risks
12.1.1.2.5. Directs and champions the establishment and evolving operation of the P3O®
12.1.2. Head of P3O® (Permanent Office)
12.1.2.1. Responsibilities
12.1.2.1.1. Establishes and runs the office.
12.1.3. Head of Programme or Project Office (Temporary Office)
12.1.3.1. Responsibilities
12.1.3.1.1. Establishes and runs the temporary office.
12.2. Generic roles
12.2.1. Portfolio Analyst
12.2.1.1. Responsibilities
12.2.1.1.1. Facilitates the development and ongoing management of an optimised portfolio.
12.2.2. Programme or Project Specialist (Internal Consultant)
12.2.2.1. Responsibilities
12.2.2.1.1. Promotes programme and project management methods, their roll-out and monitoring.
12.2.3. Programme or Project Officer (or Coordinator or Administrator)
12.2.3.1. Responsibilities
12.2.3.1.1. Collects & maintains data in a consistent form.
12.3. Functional roles
12.3.1. Benefits and value
12.3.1.1. Responsibilities
12.3.1.1.1. Provides benefits realisation support.
12.3.2. Commercial
12.3.2.1. Responsibilities
12.3.2.1.1. Ensures that practices and decisions meet standards and offer ‘value for money’.
12.3.3. Communication and Stakeholder Engagement
12.3.3.1. Responsibilities
12.3.3.1.1. Ensures a stakeholder analysis is created and maintained.
12.3.3.1.2. Creates Communication Plan.
12.3.4. Information Management
12.3.4.1. Responsibilities
12.3.4.1.1. Custodian of all master copies.
12.3.4.1.2. Linked to Change Control and Issue roles.
12.3.5. Consultancy and Performance Management
12.3.5.1. Responsibilities
12.3.5.1.1. Internal consultancy and P3RM / P3M3 expertise.
12.3.6. Finance
12.3.6.1. Responsibilities
12.3.6.1.1. Timely funding for portfolio, programme or project & financial control.
12.3.7. Issue
12.3.7.1. Responsibilities
12.3.7.1.1. Processes to identify, monitor and resolve issues.
12.3.7.1.2. Linked to Information Management and Change Control roles.
12.3.8. Change Control
12.3.8.1. Responsibilities
12.3.8.1.1. Processes to identify, monitor and deliver changes.
12.3.8.1.2. Linked to Information Management and Issue roles.
12.3.9. Planning
12.3.9.1. Responsibilities
12.3.9.1.1. Facilitates the development and maintenance of portfolio, programme or project plan.
12.3.10. Quality Assurance
12.3.10.1. Responsibilities
12.3.10.1.1. New products or services are fit for purpose and capable of delivering the required benefits.
12.3.11. Resource Management
12.3.11.1. Responsibilities
12.3.11.1.1. Enough staff with right skills for programmes and projects used efficiently.
12.3.12. Risk
12.3.12.1. Responsibilities
12.3.12.1.1. Effective processes for PPP management, access to risk information, deals with risks.
12.3.13. Reporting
12.3.13.1. Responsibilities
12.3.13.1.1. Service to PPP, collates data and generates reports.
12.3.14. Secretariat / Administrator
12.3.14.1. Responsibilities
12.3.14.1.1. PPP administrative support.
12.3.15. Tools Expert
12.3.15.1. Responsibilities
12.3.15.1.1. Software tool expert, training and coaching to PPP.
13. P3O® Tools
13.1. Tools can be used in the following ways:
13.1.1. Individual
13.1.1.1. e.g.
13.1.1.1.1. Word processing
13.1.1.1.2. Spreadsheets.
13.1.1.1.3. Project planning software.
13.1.1.2. Only one person using the tool (usually the Project Manager)
13.1.1.3. May be multiple installations across the organisation
13.1.1.4. Generally one-to-one (i.e. one business change initiative to one user)
13.1.2. Collaborative
13.1.2.1. e.g.
13.1.2.1.1. Web-based portals.
13.1.2.1.2. Applications that share information through a centralised server.
13.1.2.2. Multiple people accessing single set of information through a tool
13.1.2.3. May be multiple installations across the organisation
13.1.2.4. Generally one-to-many (i.e. one business change initiative to multiple users)
13.1.3. Integrated
13.1.3.1. e.g.
13.1.3.1.1. Enterprise P3RM or PPM software distributed across an entire organisation.
13.1.3.2. Multiple people accessing multiple sets of information through a tool
13.1.3.3. Generally single installation across the organisation
13.1.3.4. Partitions for business change initiatives
13.1.3.5. Ability to link information hierarchically
13.1.3.6. Multiple business change-to-multiple users
13.2. 8 Key strategic benefits of Using Tools & Techniques
13.2.1. 1. Automation of Business Processes.
13.2.2. 2. Improved Compliance to Business Processes.
13.2.3. 3. Improved Timeliness of Decision Support Information.
13.2.4. 4. Improved quality of decision support information.
13.2.5. 5. Improved decision making.
13.2.6. 6. Improved management across geography.
13.2.7. 7. Improved staff competencies.
13.2.8. 8. Rationalisation of legacy systems..
13.3. P3O® Tools (divided by categories)
13.3.1. Organization
13.3.1.1. Skill Assessment Matrix
13.3.1.2. Computer based training
13.3.1.3. Project Management
13.3.1.4. Programme Management
13.3.1.5. Risk Management
13.3.1.6. Organization Change
13.3.1.7. HR software with:
13.3.1.7.1. Accountability mapping software
13.3.1.7.2. Roles and responsibilities
13.3.1.8. EPM software with:
13.3.1.8.1. Resource types
13.3.1.8.2. Governance
13.3.1.8.3. Workflow
13.3.1.8.4. Control and Approvals
13.3.2. Portfolio Management Approach
13.3.2.1. Strategic planning software
13.3.2.2. Business planning software
13.3.2.3. Portfolio Registers
13.3.2.4. EPM software with:
13.3.2.4.1. Portfolio schedule and planning
13.3.2.4.2. Portfolio categorization
13.3.2.4.3. Portfolio prioritisation
13.3.2.4.4. Portfolio segmentation
13.3.2.4.5. Portfolio tracking
13.3.2.4.6. Portfolio review and optimization
13.3.2.4.7. Asset or application portfolio management
13.3.3. Leadership and Stakeholder Engagement
13.3.3.1. Corporate Intranet
13.3.3.2. EPM software with:
13.3.3.2.1. Governance
13.3.3.2.2. Project Portal
13.3.3.2.3. Collaboration
13.3.3.2.4. Survey software
13.3.3.2.5. Email applications
13.3.3.2.6. Stakeholder Registers
13.3.4. Benefits Realization Management
13.3.4.1. Performance Management software
13.3.4.2. Business Intelligence (BI) software
13.3.4.3. EPM software with:
13.3.4.3.1. Benefits Management
13.3.4.4. Design / Enterprise Architecture tools with:
13.3.4.4.1. Business Process Modelling (BPM)
13.3.4.4.2. Business Process Modelling (BPM) software
13.3.5. Blueprint Design and Delivery, Information Management
13.3.5.1. Enterprise or Systems architecture software
13.3.5.2. Configuration Management software
13.3.5.3. Design / Enterprise Architecture software
13.3.6. Planning and Control, Plans, Control
13.3.6.1. Simple calendar planners
13.3.6.2. Project Management software
13.3.6.3. EPM software with:
13.3.6.3.1. Planning and Scheduling
13.3.6.3.2. Resource Management
13.3.6.3.3. Financial Management
13.3.6.3.4. Reporting
13.3.6.3.5. Forecastizg
13.3.6.3.6. Scenario Analysis
13.3.6.3.7. Capacity Planning
13.3.6.3.8. Timesheeting and Expenses
13.3.7. Business Case
13.3.7.1. Total Cost of Ownership (TCO) software
13.3.7.2. EPM software with:
13.3.7.2.1. Proposal Management
13.3.7.2.2. Business case Management
13.3.8. Risk Management, Issue Management, Change Control
13.3.8.1. Risk Registers
13.3.8.2. Risk Analysis Tools such as (PERT, Monte Carlo, Event Chaining)
13.3.8.3. Risk Management Systems
13.3.8.4. EPM software with:
13.3.8.4.1. Risk Management
13.3.8.4.2. Issue Resolution
13.3.8.4.3. Change Control
13.3.8.5. Design / Enterprise Architecture tools with:
13.3.8.5.1. Change Control
13.3.9. Quality Management, Quality in a Project Environment
13.3.9.1. Information or Document Management software
13.3.9.2. EPM software with:
13.3.9.2.1. Configuration Management
13.3.9.2.2. Document Management
13.3.9.2.3. Version Control
13.3.9.3. Design / Enterprise Architecture tools with:
13.3.9.3.1. Configuration Management
13.3.9.3.2. Traceability Management
13.3.9.3.3. Requirements Management
13.3.10. Integrated PPM, MSP® Transformational Flows, PRINCE2® Processes
13.3.10.1. Business Process Modelling software
13.3.10.2. EPM software with:
13.3.10.2.1. Workflow Management
13.3.10.2.2. Standard template repositories
13.3.10.2.3. Project Management Guides
13.3.10.3. Knowledge Management Applications with:
13.3.10.3.1. Lessons learned
13.3.10.3.2. Case Studies
13.3.10.3.3. Best Practice samples
13.3.10.3.4. Contract Management software
13.3.10.3.5. Estimation software
14. P3O® Techniques (11)
14.1. Project Complexity Modelling
14.1.1. goal
14.1.1.1. To provide the appropriate level of governance to the project or programme once the complexity has been determined.
14.2. Management Dashboards
14.2.1. goal
14.2.1.1. Key decision support information across a portfolio.
14.3. Knowledge Management
14.4. P3O® Information Portal
14.4.1. goal
14.4.1.1. Easy access to PPP / PPM information by the P3RM community.
14.5. Facilitated Workshops
14.5.1. goals (selected)
14.5.1.1. Brainstorm options and consider options for the programme or project solution.
14.5.1.2. Involves identifying the planned benefits and then determining the dependency network for the identified benefits.
14.6. Skills Development & Maintenance
14.6.1. goal
14.6.1.1. Ensure that the appropriate competencies are available across the organisation to match against project, programme or portfolio requirements.
14.7. Business Process Swimlanes
14.7.1. goal
14.7.1.1. Document standard and repeatable business processes with appropriate linkages and agreed accountabilities.
14.8. Capacity Planning for Resource Management
14.8.1. goal
14.8.1.1. To understand the resource capacity and competency supply and demand levels.
14.9. Assurance, Gated Reviews and Healthchecks
14.9.1. goal
14.9.1.1. To check the quality of the decision support information being provided to the P3O® for amalgamated reporting.
14.9.1.2. To ensure that programmes and projects remain on track to deliver to plans and realize benefits.
14.10. Tailoring of Approaches
14.10.1. goal
14.10.1.1. To ensure that the proposed project or programme is objectively assessed so that the governance path and requirements subsequently applied to a project or programme are fit-for-purpose.
14.11. Portfolio Prioritization and Optimization
14.11.1. goal
14.11.1.1. Determines where investment should be directed.
15. Basic Definitions (according to AXELOS®)
15.1. Portfolios / Programme / Project Management
15.1.1. Portfolio Management
15.1.1.1. A coordinated collection of strategic processes and decisions that together enable the most effective balance of organizational change and business as usual (BAU).
15.1.2. Programme Management
15.1.2.1. The action of carrying out the coordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to the business.
15.1.3. Project Management
15.1.3.1. The planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks.
15.2. Project / Programme / Portfolios
15.2.1. Portfolio
15.2.1.1. An organization’s change portfolio is the totality of its investment (or segment thereof) in the changes required to achieve its strategic objectives.
15.2.2. Programme
15.2.2.1. A programme is a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives.
15.2.2.2. 3 types of programmes
15.2.2.2.1. Vision-led programme
15.2.2.2.2. Emergent programme
15.2.2.2.3. Compliance programme
15.2.3. Project
15.2.3.1. A temporary organization, usually existing for a much shorter time than a programme, which will deliver one or more outputs in accordance with a specific business case.
15.2.3.2. A particular project may or may not be part of a programme.
15.2.3.3. Whereas programmes deal with outcomes, projects deal with outputs.
15.2.3.4. 5 types of projects
15.2.3.4.1. Compulsory project
15.2.3.4.2. Not-for-profit project
15.2.3.4.3. Evolving (Agile, RUP) project
15.2.3.4.4. Customer/supplier project
15.2.3.4.5. Multi-organization project
15.3. Output, Capability, Outcome, Benefits
15.3.1. Output
15.3.1.1. The deliverable, or output developed by a project from a planned activity. Any project's specialists products. (tangible or intangible)
15.3.1.2. e.g.
15.3.1.2.1. A new just-in-time stock control system
15.3.1.2.2. A new IT system
15.3.1.2.3. Staff training programme
15.3.1.2.4. Revised process
15.3.2. Capability
15.3.2.1. The completed set of project outputs required to deliver an outcome; exists prior to transition.
15.3.2.2. e.g.
15.3.2.2.1. The combination of the outputs ready to ’go live’.
15.3.3. Outcome
15.3.3.1. A new operational state achieved after transition of the capability into live operations. Result of the change derived fron USING the project's outputs.
15.3.3.2. e.g.
15.3.3.2.1. The right materials are available, at the right time, and in the right place
15.3.4. Benefit
15.3.4.1. The MEASURABLE improvement resulting from an OUTCOME perceived as an ADVANTAGE by ONE or MORE of stakeholders, which contributes towards one or more organizational objectives(s).
15.3.4.2. e.g.
15.3.4.2.1. Fewer stock-outs and consequent interruptions to production.
15.3.4.2.2. Reduced obsolescent stock and hence lower write-offs.
15.3.4.2.3. Reduced stock holdings and so less working capital tied up.
15.3.5. Dis-benefit
15.3.5.1. An outcome perceived as NEGATIVE by ONE or MORE stakeholders. Dis-benefits are actual consequences not risks.
15.4. P3O®
15.4.1. The decision-enabling and support business model for all business change within an organization. This will include single or multiple physical or virtual structures, i.e. offices (permanent and/or temporary), providing a mix of central and localized functions and services, and integration with governance arrangements and the wider business such as other corporate support functions.