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.

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Portfolio, Programme and Project (P3O®) Offices study guide mind map von Mind Map: Portfolio, Programme and Project (P3O®) Offices study guide mind map

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® Principles for Extracting Value (6)

4.1. What are principles?

4.1.1. Principles are universally applicable statements.

4.1.1.1. 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.

4.1.1.2. Prainciples are the common, universal and high-level factors that underpin success.

4.1.1.3. They provide guidance to organizations.

4.1.1.4. They guide the organization on what to aim for.

4.2. 1. Govern Effectively

4.2.1. 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.

4.2.2. Supporting SROs and Senior Management.

4.2.3. Ensuring issues, risks and changes escalated to right level.

4.2.4. Providing Stage Gate Review coordination and assurance.

4.2.5. Collecting complete, timely and accurate data.

4.2.6. Amalgamating & analysing data to enable quality decision making.

4.2.7. P3O® can help by:

4.2.7.1. Providing support to senior management

4.2.7.2. Supporting governance: making sure that issues, risks and changes are escalated to the right level of authority.

4.2.7.3. Making sure that accurate and timely data is collected to enable quality decision making

4.3. 2. Hold people to account

4.3.1. 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.

4.3.2. Providing standard role descriptions and Terms of References (ToRs) for boards.

4.3.3. Providing support, coaching and training for all levels of role.

4.3.4. Providing decision support to Senior Management (analysis of options and consequences).

4.3.5. Ensuring right decisions escalated to the right people.

4.3.6. P3O® can help by:

4.3.6.1. Providing senior managers with decision support - analyzing options and consequences

4.3.6.2. Providing support, coaching and training to all levels of role

4.3.6.3. Providing standard role descriptions and terms of reference for project and programme boards

4.4. 3. Prioritise investment, align and adjust to business strategy

4.4.1. 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).

4.4.2. Providing decision support to Senior Management (analysis of options and consequences).

4.4.3. Maintaining portfolio register of all programmes and projects (including ideas in ‘the pipeline’).

4.4.4. Facilitating & supporting pre-programme and pre-project scoping workshops.

4.4.5. Providing ‘fast-track’ mobilisation service ensuring scope & plans are aligned to strategic and BAU priorities.

4.4.6. Maintaining awareness of upcoming strategy changes, business issues, delayed decisions and their impact.

4.4.7. P3O® can help by:

4.4.7.1. Maintaining a register of all programmes and projects in teh portfolio, including ideas in the pipeline

4.4.7.2. Facilitating pre-programme and project scoping workshops

4.4.7.3. Supporting risk identification workshops across the portfolio

4.4.7.4. Scanning the business horizon for upcoming changes to strategy, business issues or delays and analyze the probability and impract of risks on the portfolio

4.5. 4. Safeguard value

4.5.1. 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.

4.5.2. Supporting the Business Case process.

4.5.3. Providing benefits tracking service to programmes and projects.

4.5.4. Ensuring a robust and useable measurement process.

4.5.5. Ensuring benefits aren’t double-counted.

4.5.6. P3O® can help by:

4.5.6.1. Supporting the business case process

4.5.6.2. Providing a benefits tracking process to business owners

4.5.6.3. Helping to identify potential opportunities to be realized, exploited or enhanced as part of risk analysis

4.6. 5. Invest in people and process

4.6.1. Use best practice approaches to P3, such as PRINCE2®, MSP® and MoP®. Develop training and coaching. Measure organisational P3 maturity.

4.6.2. Developing tailored approaches based on Cabinet Office guidance.

4.6.3. Developing training, coaching & mentoring approaches for all P3RM roles.

4.6.4. Advising on skills and capability assessments and training plans (using Cabinet Office P3RM Skills model).

4.6.5. P3O® can help by:

4.6.5.1. Developing training, coaching and mentoring for all roles

4.6.5.2. Advising on skills and capability assessments

4.7. 6. Track progress through highlight and exception based reporting

4.7.1. Ensure management time is used appropriately, by using management by exception. Focus on key risks and issues by using management dashboards and highlight reports.

4.7.2. Providing reporting and exception management service for all levels.

4.7.3. Developing management dashboards.

4.7.4. Ensuring data collection processes operate correctly.

4.7.5. P3O® can help by:

4.7.5.1. Providing a reporting and exception management service from project to portfolio level

4.7.5.2. Developing management dashboards to engage senior managers on key risks, issues and progress

5. P3O® Models (5)

5.1. Model are not to be used "as it is".

5.1.1. As a name model suggests, models must by tailored to specific organization requirements and capabilities.

5.2. P3O® Model

5.2.1. May be a single permanent office

5.2.2. May be through a linked set of offices

5.3. P3O® means “Offices” for P3. The Centre of Excellence (CoE) also known as Centre of Competence is a special type of office.

5.3.1. Portfolio Office

5.3.1.1. A permanent structure to support the management of an organisation’s projects and programmes.

5.3.1.1.1. Includes the investment process, strategic alignment, prioritisation, progress tracking and the monitoring of benefit realisation.

5.3.1.2. Focus on change.

5.3.1.3. Establish structures for programme / project selection.

5.3.1.4. Ensure alignment with strategic objectives / targets.

5.3.1.5. Assess organisational capability / capacity / maturity.

5.3.1.6. Allocate appropriate resources to programmes / projects.

5.3.1.7. Ensure scrutiny and challenge.

5.3.1.8. Identify / manage dependencies between programmes & projects.

5.3.1.9. Resolve resourcing conflicts.

5.3.1.10. Assist identification of threats / opportunities and evaluation of aggregate risks.

5.3.1.11. Monitor progress & ensure successful delivery of programmes & projects.

5.3.1.12. Adopt value management.

5.3.1.13. Ensure portfolio balance to minimise disruption to BAU.

5.3.1.14. Achieve VFM savings and efficiency gains from programmes and project rationalisation.

5.3.1.15. Link benefits of change to the performance management structure.

5.3.1.16. Ensure investment in R&D activities for long-term organisation survival.

5.3.1.17. Length

5.3.1.17.1. Permanent Office

5.3.2. Programme Office

5.3.2.1. The function providing the information hub and standards custodian for a programme and its delivery objectives. Normally temporary.

5.3.2.2. Can exist as a permanent office to provide support for more than one programme.

5.3.2.3. Length

5.3.2.3.1. Permanent or Temporary Office

5.3.3. Project Office

5.3.3.1. A temporary office set up to support the delivery of a specific change initiative being delivered as a project.

5.3.3.1.1. If used, the project office undertakes the PRINCE2® role of Project Support.

5.3.3.2. Provide support to the Project Manager and Board with:

5.3.3.2.1. Planning

5.3.3.2.2. Risk management

5.3.3.2.3. Issue resolution

5.3.3.2.4. Change management

5.3.3.2.5. ...

5.3.3.3. May act as Information Librarian

5.3.3.4. Length

5.3.3.4.1. Temporary Office

5.3.4. Centre of Excellence (CoE) / Centre of Competence

5.3.4.1. Watch: Centers of Excellence - Latte experience of P3O® from CC Learning (by Elissa Farrow)

5.3.4.2. Provides standards, consistency of methods and processes, knowledge management and training.

5.3.4.2.1. Its scope depends on the P3O® model, and will cover all or some of P3 (portfolios, programmes and/or projects).

5.3.4.3. It may provide standards, consistency of methods and processes, knowledge management, assurance and training.

5.3.4.4. It may also provide strategic oversight, scrutiny and challenge across an organization’s portfolio of programmes and projects.

5.3.4.4.1. It may be a function within a wider scope of P3O® or may be the only function of a P3O®.

5.3.4.5. 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.

5.3.4.6. Methods, Skills, Knowledge Management

5.3.5. In general there is NO clear model or template for a PMO.

5.4. Organization Portfolio Office Model

5.4.1. Permanent office set up to support the definition and delivery of a portfolio of change across the entire organization or enterprise

5.4.2. Single permanent organization level office.

5.4.3. Temporary programme and project offices set up for new initiatives.

5.4.4. Focused on:

5.4.4.1. Strategic portfolio support.

5.4.4.2. Planning.

5.4.4.3. Delivery support.

5.4.4.4. CoE functions.

5.5. Hub and Spoke Model

5.5.1. Large organization model.

5.5.2. Multiple decentralised permanent hub portfolio offices.

5.5.3. Focused on:

5.6. Temporary Office Model

5.6.1. No permanent office exists.

5.6.2. 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.

5.6.3. Temporary programme and project offices (or individuals with support skills) set up for new initiatives.

5.6.3.1. 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.

5.6.4. Focused on:

5.7. Virtual Office Model

5.7.1. No physical central office.

5.7.2. Functions carried out by business or functional units.

5.7.3. Focused on:

5.8. Small Organization Model

5.8.1. Very small office.

5.8.2. Even single individual.

5.8.3. Focused on:

5.9. Large organization P3O Model

5.10. Mature P3O® models provide:

5.10.1. Governance

5.10.1.1. Supporting governance (including structures and accountabilities) through scrutiny and challenge, ensuring return on investment through effective management of delivery and risk

5.10.1.2. Establishing decision enablement rules

5.10.1.3. Ensuring information is appropriately escalated and cascaded

5.10.2. Transparency

5.10.2.1. Relevant, accurate and timely information (single source) to support decision-making

5.10.3. Delivery support

5.10.3.1. Ensuring programme, project managers and operational business managers do things right (competency and skills) and do them well (assurance), reducing bureaucracy and encouraging consistency

5.10.3.2. Ensuring competency and skills of:

5.10.3.3. Encouraging achievement of:

5.10.3.3.1. Consistency

5.10.3.3.2. Reduced bureaucracy

5.10.3.4. Comprehensive data for decision making

5.10.3.5. Expertise and competence to advise Management Boards

5.10.3.6. Defined standards for:

5.10.3.6.1. Information management

5.10.3.6.2. Methods of working (tailored as appropriate)

5.10.3.7. Tools for roll-up of information

5.10.4. Reusability

5.10.4.1. Embedding industry and sector best practice and sharing lessons learned

5.10.5. Traceability

5.10.5.1. History and documentation

6. P3O® Definition Activities (6)

6.1. 1. Establish the implementation team

6.1.1. It is critical that the right mix of capabilities are in place and include the following areas (a.k.a. POTI):

6.1.1.1. Processes

6.1.1.2. Organizational

6.1.1.3. Technology

6.1.1.4. Information

6.2. 2. Identify and analyse stakeholders

6.2.1. Stakeholder analysis, engagement strategy, communication planning:

6.2.1.1. Stakeholder analysis

6.2.1.2. A key success factor is to enthuse a champion (P3O sponsor)

6.2.1.3. Effective Communication Plan

6.2.1.4. Marketing plan

6.2.1.5. Don’t just communicate once – use regular programme / project management forums

6.3. 3. Refine the vision statement

6.3.1. 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.

6.4. 4. Develop the P3O blueprint

6.4.1. 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.

6.4.2. It should include the following sections:

6.4.2.1. Processes

6.4.2.2. Organization

6.4.2.3. Tools and Technologies

6.4.2.4. Information Flows

6.4.2.5. Operational costs and performance levels

6.5. 5. Develop, model and validate the benefits

6.5.1. Refine Business case, develop Benefits Profiles and Benefits Management Strategy

6.5.2. Some of the benefit drivers which translate into Benefit Profiles that a P3O® may provide:

6.5.2.1. Improved costs savings

6.5.2.2. Improved cost avoidance

6.5.2.3. Increased strategic alignment

6.5.2.4. Increased programme and project throughput

6.5.2.5. Optimization of benefits

6.5.2.6. Improved portfolio management

6.5.2.7. Reduction in threats to the organization

6.5.2.8. Maximization of opportunities

6.5.2.9. More effective use of resources

6.6. 7. Plan stages or tranches of delivery

6.6.1. Adopt an incremental opposed to a ‘big bang’ approach

6.6.2. Each P3O® initiative will have its own unique phasing to achieve a future-state P3O® operating model as defined in the Blueprint

6.6.3. Use P3M3 assessment to identify the largest capability gaps and senior management concerns to drive priority

6.6.4. Early P3O® ‘quick wins’ could fund later tranches so making P3O® evolution self-financing

6.6.5. Design the implementation or improvement plan with focus on early critical improvement

7. P3O® Roles and Responsibilities (21)

7.1. Management Roles

7.1.1. P3O® Sponsor

7.1.1.1. Champion and direct the establishment and evolving operation of the P3O®

7.1.1.2. Responsibilities

7.1.1.2.1. Provide leadership by articulating outcomes

7.1.1.2.2. Develop and maintain a viable business case

7.1.1.2.3. Work in partnerships with senior managers in business areas

7.1.1.2.4. Manage key strategic risks

7.1.1.2.5. Directs and champions the establishment and evolving operation of the P3O®

7.1.2. Head of P3O® (Permanent Office)

7.1.2.1. Responsibilities

7.1.2.1.1. Establishes and runs the office.

7.1.3. Head of Programme or Project Office (Temporary Office)

7.1.3.1. Responsibilities

7.1.3.1.1. Establishes and runs the temporary office.

7.2. Generic roles

7.2.1. Portfolio Analyst

7.2.1.1. Responsibilities

7.2.1.1.1. Facilitates the development and ongoing management of an optimised portfolio.

7.2.2. Programme or Project Specialist (Internal Consultant)

7.2.2.1. Responsibilities

7.2.2.1.1. Promotes programme and project management methods, their roll-out and monitoring.

7.2.3. Programme or Project Officer (or Coordinator or Administrator)

7.2.3.1. Responsibilities

7.2.3.1.1. Collects & maintains data in a consistent form.

7.3. Functional roles

7.3.1. Benefits and value

7.3.1.1. Responsibilities

7.3.1.1.1. Provides benefits realisation support.

7.3.2. Commercial

7.3.2.1. Responsibilities

7.3.2.1.1. Ensures that practices and decisions meet standards and offer ‘value for money’.

7.3.3. Communication and Stakeholder Engagement

7.3.3.1. Responsibilities

7.3.3.1.1. Ensures a stakeholder analysis is created and maintained.

7.3.3.1.2. Creates Communication Plan.

7.3.4. Information Management

7.3.4.1. Responsibilities

7.3.4.1.1. Custodian of all master copies.

7.3.4.1.2. Linked to Change Control and Issue roles.

7.3.5. Consultancy and Performance Management

7.3.5.1. Responsibilities

7.3.5.1.1. Internal consultancy and P3RM / P3M3 expertise.

7.3.6. Finance

7.3.6.1. Responsibilities

7.3.6.1.1. Timely funding for portfolio, programme or project & financial control.

7.3.7. Issue

7.3.7.1. Responsibilities

7.3.7.1.1. Processes to identify, monitor and resolve issues.

7.3.7.1.2. Linked to Information Management and Change Control roles.

7.3.8. Change Control

7.3.8.1. Responsibilities

7.3.8.1.1. Processes to identify, monitor and deliver changes.

7.3.8.1.2. Linked to Information Management and Issue roles.

7.3.9. Planning

7.3.9.1. Responsibilities

7.3.9.1.1. Facilitates the development and maintenance of portfolio, programme or project plan.

7.3.10. Quality Assurance

7.3.10.1. Responsibilities

7.3.10.1.1. New products or services are fit for purpose and capable of delivering the required benefits.

7.3.11. Resource Management

7.3.11.1. Responsibilities

7.3.11.1.1. Enough staff with right skills for programmes and projects used efficiently.

7.3.12. Risk

7.3.12.1. Responsibilities

7.3.12.1.1. Effective processes for PPP management, access to risk information, deals with risks.

7.3.13. Reporting

7.3.13.1. Responsibilities

7.3.13.1.1. Service to PPP, collates data and generates reports.

7.3.14. Secretariat / Administrator

7.3.14.1. Responsibilities

7.3.14.1.1. PPP administrative support.

7.3.15. Tools Expert

7.3.15.1. Responsibilities

7.3.15.1.1. Software tool expert, training and coaching to PPP.

8. P3O® Official publications

8.1. Portfolio, Programme and Project Offices

8.1.1. ISBN-13: 978-0113312740

8.1.2. Published: 2010

8.1.3. Pages: 154

8.1.4. http://www.amazon.co.uk/Portfolio-Programme-Project-Offices-Axelos/dp/0113314221/

8.1.5. The most important, key position on P3O® preparing for exams Foundation and Practitioner.

9. P3O® Official resources

9.1. P3O® sample exams, available online

9.1.1. P3O® Foundation

9.1.1.1. http://online.apmg-exams.com/index.aspx?subid=28&masterid=9

9.2. P3O® examination syllabus

9.2.1. http://www.p3o-officialsite.com/nmsruntime/saveasdialog.aspx?lID=241&sID=34

9.3. P3O® glossary

9.3.1. EN

9.3.1.1. http://www.p3o-officialsite.com/nmsruntime/saveasdialog.aspx?lID=188&sID=89

9.3.2. PL

9.3.2.1. http://www.p3o-officialsite.com/nmsruntime/saveasdialog.aspx?lID=187&sID=89

9.4. P3O® White Papers

9.4.1. Business Benefi ts of P3O® Implementation

9.4.1.1. http://www.best-management-practice.com/gempdf/Business_Benefits_of_P3O_Implementation_White_Paper_Jan2010.pdf

9.5. P3O® website

9.5.1. http://www.p3o-officialsite.com/

10. P3O® Tools

10.1. Tools can be used in the following ways:

10.1.1. Individual

10.1.1.1. e.g.

10.1.1.1.1. Word processing

10.1.1.1.2. Spreadsheets.

10.1.1.1.3. Project planning software.

10.1.1.2. Only one person using the tool (usually the Project Manager)

10.1.1.3. May be multiple installations across the organisation

10.1.1.4. Generally one-to-one (i.e. one business change initiative to one user)

10.1.2. Collaborative

10.1.2.1. e.g.

10.1.2.1.1. Web-based portals.

10.1.2.1.2. Applications that share information through a centralised server.

10.1.2.2. Multiple people accessing single set of information through a tool

10.1.2.3. May be multiple installations across the organisation

10.1.2.4. Generally one-to-many (i.e. one business change initiative to multiple users)

10.1.3. Integrated

10.1.3.1. e.g.

10.1.3.1.1. Enterprise P3RM or PPM software distributed across an entire organisation.

10.1.3.2. Multiple people accessing multiple sets of information through a tool

10.1.3.3. Generally single installation across the organisation

10.1.3.4. Partitions for business change initiatives

10.1.3.5. Ability to link information hierarchically

10.1.3.6. Multiple business change-to-multiple users

10.2. 8 Key strategic benefits of Using Tools & Techniques

10.2.1. 1. Automation of Business Processes.

10.2.2. 2. Improved Compliance to Business Processes.

10.2.3. 3. Improved Timeliness of Decision Support Information.

10.2.4. 4. Improved quality of decision support information.

10.2.5. 5. Improved decision making.

10.2.6. 6. Improved management across geography.

10.2.7. 7. Improved staff competencies.

10.2.8. 8. Rationalisation of legacy systems..

10.3. P3O® Tools (divided by categories)

10.3.1. Organization

10.3.1.1. Skill Assessment Matrix

10.3.1.2. Computer based training

10.3.1.3. Project Management

10.3.1.4. Programme Management

10.3.1.5. Risk Management

10.3.1.6. Organization Change

10.3.1.7. HR software with:

10.3.1.7.1. Accountability mapping software

10.3.1.7.2. Roles and responsibilities

10.3.1.8. EPM software with:

10.3.1.8.1. Resource types

10.3.1.8.2. Governance

10.3.1.8.3. Workflow

10.3.1.8.4. Control and Approvals

10.3.2. Portfolio Management Approach

10.3.2.1. Strategic planning software

10.3.2.2. Business planning software

10.3.2.3. Portfolio Registers

10.3.2.4. EPM software with:

10.3.2.4.1. Portfolio schedule and planning

10.3.2.4.2. Portfolio categorization

10.3.2.4.3. Portfolio prioritisation

10.3.2.4.4. Portfolio segmentation

10.3.2.4.5. Portfolio tracking

10.3.2.4.6. Portfolio review and optimization

10.3.2.4.7. Asset or application portfolio management

10.3.3. Leadership and Stakeholder Engagement

10.3.3.1. Corporate Intranet

10.3.3.2. EPM software with:

10.3.3.2.1. Governance

10.3.3.2.2. Project Portal

10.3.3.2.3. Collaboration

10.3.3.2.4. Survey software

10.3.3.2.5. Email applications

10.3.3.2.6. Stakeholder Registers

10.3.4. Benefits Realization Management

10.3.4.1. Performance Management software

10.3.4.2. Business Intelligence (BI) software

10.3.4.3. EPM software with:

10.3.4.3.1. Benefits Management

10.3.4.4. Design / Enterprise Architecture tools with:

10.3.4.4.1. Business Process Modelling (BPM)

10.3.4.4.2. Business Process Modelling (BPM) software

10.3.5. Blueprint Design and Delivery, Information Management

10.3.5.1. Enterprise or Systems architecture software

10.3.5.2. Configuration Management software

10.3.5.3. Design / Enterprise Architecture software

10.3.6. Planning and Control, Plans, Control

10.3.6.1. Simple calendar planners

10.3.6.2. Project Management software

10.3.6.3. EPM software with:

10.3.6.3.1. Planning and Scheduling

10.3.6.3.2. Resource Management

10.3.6.3.3. Financial Management

10.3.6.3.4. Reporting

10.3.6.3.5. Forecastizg

10.3.6.3.6. Scenario Analysis

10.3.6.3.7. Capacity Planning

10.3.6.3.8. Timesheeting and Expenses

10.3.7. Business Case

10.3.7.1. Total Cost of Ownership (TCO) software

10.3.7.2. EPM software with:

10.3.7.2.1. Proposal Management

10.3.7.2.2. Business case Management

10.3.8. Risk Management, Issue Management, Change Control

10.3.8.1. Risk Registers

10.3.8.2. Risk Analysis Tools such as (PERT, Monte Carlo, Event Chaining)

10.3.8.3. Risk Management Systems

10.3.8.4. EPM software with:

10.3.8.4.1. Risk Management

10.3.8.4.2. Issue Resolution

10.3.8.4.3. Change Control

10.3.8.5. Design / Enterprise Architecture tools with:

10.3.8.5.1. Change Control

10.3.9. Quality Management, Quality in a Project Environment

10.3.9.1. Information or Document Management software

10.3.9.2. EPM software with:

10.3.9.2.1. Configuration Management

10.3.9.2.2. Document Management

10.3.9.2.3. Version Control

10.3.9.3. Design / Enterprise Architecture tools with:

10.3.9.3.1. Configuration Management

10.3.9.3.2. Traceability Management

10.3.9.3.3. Requirements Management

10.3.10. Integrated PPM, MSP® Transformational Flows, PRINCE2® Processes

10.3.10.1. Business Process Modelling software

10.3.10.2. EPM software with:

10.3.10.2.1. Workflow Management

10.3.10.2.2. Standard template repositories

10.3.10.2.3. Project Management Guides

10.3.10.3. Knowledge Management Applications with:

10.3.10.3.1. Lessons learned

10.3.10.3.2. Case Studies

10.3.10.3.3. Best Practice samples

10.3.10.3.4. Contract Management software

10.3.10.3.5. Estimation software

11. P3O® Techniques (11)

11.1. Project Complexity Modelling

11.1.1. goal

11.1.1.1. To provide the appropriate level of governance to the project or programme once the complexity has been determined.

11.2. Management Dashboards

11.2.1. goal

11.2.1.1. Key decision support information across a portfolio.

11.3. Knowledge Management

11.4. P3O® Information Portal

11.4.1. goal

11.4.1.1. Easy access to PPP / PPM information by the P3RM community.

11.5. Facilitated Workshops

11.5.1. goals (selected)

11.5.1.1. Brainstorm options and consider options for the programme or project solution.

11.5.1.2. Involves identifying the planned benefits and then determining the dependency network for the identified benefits.

11.6. Skills Development & Maintenance

11.6.1. goal

11.6.1.1. Ensure that the appropriate competencies are available across the organisation to match against project, programme or portfolio requirements.

11.7. Business Process Swimlanes

11.7.1. goal

11.7.1.1. Document standard and repeatable business processes with appropriate linkages and agreed accountabilities.

11.8. Capacity Planning for Resource Management

11.8.1. goal

11.8.1.1. To understand the resource capacity and competency supply and demand levels.

11.9. Assurance, Gated Reviews and Healthchecks

11.9.1. goal

11.9.1.1. To check the quality of the decision support information being provided to the P3O® for amalgamated reporting.

11.9.1.2. To ensure that programmes and projects remain on track to deliver to plans and realize benefits.

11.10. Tailoring of Approaches

11.10.1. goal

11.10.1.1. 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.

11.11. Portfolio Prioritization and Optimization

11.11.1. goal

11.11.1.1. Determines where investment should be directed.

12. Basic Definitions (according to AXELOS®)

12.1. Portfolios / Programme / Project Management

12.1.1. Portfolio Management

12.1.1.1. A coordinated collection of strategic processes and decisions that together enable the most effective balance of organizational change and business as usual (BAU).

12.1.2. Programme Management

12.1.2.1. 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.

12.1.3. Project Management

12.1.3.1. 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.

12.2. Project / Programme / Portfolios

12.2.1. Portfolio

12.2.1.1. An organization’s change portfolio is the totality of its investment (or segment thereof) in the changes required to achieve its strategic objectives.

12.2.2. Programme

12.2.2.1. 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.

12.2.2.2. 3 types of programmes

12.2.2.2.1. Vision-led programme

12.2.2.2.2. Emergent programme

12.2.2.2.3. Compliance programme

12.2.3. Project

12.2.3.1. 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.

12.2.3.2. A particular project may or may not be part of a programme.

12.2.3.3. Whereas programmes deal with outcomes, projects deal with outputs.

12.2.3.4. 5 types of projects

12.2.3.4.1. Compulsory project

12.2.3.4.2. Not-for-profit project

12.2.3.4.3. Evolving (Agile, RUP) project

12.2.3.4.4. Customer/supplier project

12.2.3.4.5. Multi-organization project

12.3. Output, Capability, Outcome, Benefits

12.3.1. Output

12.3.1.1. The deliverable, or output developed by a project from a planned activity. Any project's specialists products. (tangible or intangible)

12.3.1.2. e.g.

12.3.1.2.1. A new just-in-time stock control system

12.3.1.2.2. A new IT system

12.3.1.2.3. Staff training programme

12.3.1.2.4. Revised process

12.3.2. Capability

12.3.2.1. The completed set of project outputs required to deliver an outcome; exists prior to transition.

12.3.2.2. e.g.

12.3.2.2.1. The combination of the outputs ready to ’go live’.

12.3.3. Outcome

12.3.3.1. A new operational state achieved after transition of the capability into live operations. Result of the change derived fron USING the project's outputs.

12.3.3.2. e.g.

12.3.3.2.1. The right materials are available, at the right time, and in the right place

12.3.4. Benefit

12.3.4.1. 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).

12.3.4.2. e.g.

12.3.4.2.1. Fewer stock-outs and consequent interruptions to production.

12.3.4.2.2. Reduced obsolescent stock and hence lower write-offs.

12.3.4.2.3. Reduced stock holdings and so less working capital tied up.

12.3.5. Dis-benefit

12.3.5.1. An outcome perceived as NEGATIVE by ONE or MORE stakeholders. Dis-benefits are actual consequences not risks.

12.4. P3O®

12.4.1. 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.

13. Interactive P3O® Glossary

13.1. Interactive P3O® Glossary

14. 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!)

14.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Feel free to visit my website: www.miroslawdabrowski.com

14.1.1. http://www.miroslawdabrowski.com

14.1.2. http://www.linkedin.com/in/miroslawdabrowski

14.1.3. https://www.google.com/+MiroslawDabrowski

14.1.4. https://play.spotify.com/user/miroslawdabrowski/

14.1.5. https://twitter.com/mirodabrowski

14.1.6. miroslaw_dabrowski

15. Watch: P3O®: The Big Picture (by Patrick Mayfield)

16. Watch: Benefits of P3O® for individuals (by Harold Petersen)

17. P3O® KPIs (examples)

17.1. Reduced benefits loss, % increase in actual portfolio benefits delivered (rather than planned benefits).

17.2. Fewer programmes and projects started for the wrong reasons - number of projects stopped.

17.3. Organisational P3RM Maturity level of 3 (or more) by target date.

17.4. Predictability of delivery - % increase in number of programmes and projects delivering to time.

17.5. Predictability of cost - % decrease in cost overruns on programmes and projects.

17.6. Reduction in overall resource costs to deliver the portfolio.

17.7. Reduced staff turnover and subsequent reduction in recruitment and training costs.

17.8. Happy scale - increased customer satisfaction scores.

17.9. Reduced number of programmes and projects scoring amber or red on gated reviews.

17.10. Increased overall P3RM skills score of programme and project management community.