|
.
A P3O model provides a decision enabling/delivery support structure for all change within an organization. This may be provided through a single permanent office which may exist under several different names e.g., Portfolio Office, Centre of Excellence, Enterprise or Corporate Program Office. It may otherwise be provided through a linked set of offices (portfolio office, program offices, project offices), both permanent (enabling/supporting business objectives and consistency of delivery) and temporary (enabling/supporting specific programs and projects), providing a mix of central and localized services.
Cabinet Office's PRINCE2, Managing Successful Programs, and Management of Risk all touch on the need to provide adequate support structures for these best practices. However, currently there is no single source of this information that either organizations or individuals can go to find guidance or advice on setting up or running an effective delivery support office in alignment with Cabinet Office's Best Practice guidance.
This new guidance - aligned to Cabinet Office's PRINCE2, MSP, and M_o_R - will bring together in one place a set of principles, processes and techniques to facilitate effective portfolio, program and project management through enablement, challenge and support structures. These structures also bridge the gap between the strategy/policy makers and the delivery arm of the organization.
The purpose of the Portfolio, Program and Project Office (P3O) guidance is to provide universally applicable guidance that will enable individuals and organizations to successfully establish, develop and maintain appropriate business support structures that will allow:
- Informed senior management decision making on strategic alignment, prioritization, risk management, optimization of resource etc to successfully deliver their business objectives (portfolio management)
- Identification and realization of business outcomes and benefits via Programs
- Successful delivery of project outputs that enable benefits within time, cost and quality restraints.
The guidance will provide:
- An Introduction to P3O - Discussing why, when and how to use P3O models including the difference between portfolio, programs and project environments and their different requirements
- Value - What value P3O can bring to the Organization including a business case, funding models and performance measures
- Model - An overview of the different P3O models with examples
- Functions and Techniques - Details on the functions/services and techniques/tools used by units of a P3O model.
Back to Top
.
The launch date for P3O was 28th October 2008 and the examinations are available from Accredited Training Organizations (ATOs).
Back to Top
.
- Where can I train for P3O examinations?
Training for P3O is available from accredited training Organizations (ATOs) coordinated through the APM Group. Apollo Consulting Group is one of the official ATO in China and Hong Kong.
Back to Top
- How can I take P3O via an Accredited Training Organization?
You can contact Apollo for the latest P3O training schedule and exam details.
Back to Top
- What are the main publications for P3O and where can I purchase them?
Like all other Cabinet Office methods, P3O will have a guide detailing the guidance, a pocketbook, and an introduction to the subject entitled 'Think P3O'. These titles are due to be published in October 2008.
Portfolio, Program and Project Offices (P3O®)
This new core guidance from Cabinet Office describes why, when and how to use Portfolio, Program and Project Offices (P3O).
It describes what a P3O is, defining the two key types of P3O and goes on to answer the question posed by Senior Management – “why have P3Os' and what value-add do they bring to the Organization?” It also includes business cases, funding models for set-up and ongoing costs and performance measures.
The book looks at the lifecycle of a P3O and describes the use of a project based approach to scoping and setting up a suitable P3O model within an Organization. And it includes checklists for start-up, continuous improvement, and reviving and closing down temporary offices.
The publication looks at the functions and services carried out within a P3O and the techniques and tools used to facilitate this.
Key Features
- Facilitates Senior Management awareness of the status of its agenda for business change
- Consistent with Cabinet Office’s Common Glossary
- Includes real world examples and case studies
- Outlines roles and responsibilities for functions within a P3O
- Contains example business cases for permanent and temporary forms of P3O includes sizing and tailoring guidelines
- Glossary - definitions of acronyms and terms
- Contains a list of online resources for good practice including templates and examples.
Back to Top
.
- Is there a Practitioner-level P3O qualification?
The APM Group intends to launch a Practitioner-level qualification to support P3O. The decision to develop this will be based on feedback from the market following publication of the P3O guidance and the release of the Foundation qualification. It will be designed for those responsible for setting up, managing, or improving a P3O. A date when this will be available has yet to be confirmed.
Back to Top
.
- Result Turn Around for P3O Examinations?
The result turn around period for the Foundation examination is roughly 3-5 working days upon receipt of the examination pack back into APMG-UK office.
Back to Top
.
- What is the main difference between P3O and ISEB’s PPSO?
The main difference between P3O and PPSO lies between the levels of detail. P3O contains much more detail about the design of a P3O, roles and responsibilities and setting up/refreshing. The PPSO courses and exams focus very much on the techniques that a PSO person would be expected to use in their day-to-day jobs.
A P3O model provides a decision enabling/delivery support structure for all change within an Organization. This may be provided through a single permanent office which may exist under several different names e.g., Portfolio Office, Centre of Excellence, Enterprise or Corporate Program Office. It may otherwise be provided through a linked set of offices (portfolio office, Program offices, project offices), both permanent (enabling/supporting business objectives and consistency of delivery) and temporary (enabling/supporting specific programs and projects), providing a mix of central and localized services.
The ISEB PPSO courses and exams focus very much on the techniques that a PSO person would be expected to use in their day-to-day jobs, such as project planning (critical path, Gantt, resource histograms), monitoring and control (including earned value analysis), change control, risk management and investment appraisal.
Back to Top
|
