P3OF Portfolio & Programme and Project Offices Foundation Questions and Answers

An organization's ability to adapt to change

Overall programme and project success rates

A P3O champion providing senior management commitment

Belief that complying with repeatable processes is bureaucratic

What the organization s new business model will be

How success of the P3O will be measured

Plan of how the P3O will be delivered

How a P3O will contribute to achieving organizational objectives

Improved ability to amalgamate information

Improved management across geography

Assured quality of decision support information

Automated business processes

Practices

Information and data requirements

Technology (including tools and techniques)

Organizational structure

Delivery of the P3O capability defined in the Blueprint is complete

Continued alignment of P3O functions to the business requirements

Transfer of the benefits management process to an operational area

Realization of the benefits delivered by the P3O model

Document new processes to be followed

Define the skills needed in the implementation team

Develop a tranche-based plan that suits maturity levels

Assess project or programme complexity

P3O model

P3O information portal

Enterprise PPM solutions

P3O value matrix

Whether a framework agreement exists with an external PPM consultancy company

Existing level of PPM maturity of the organization

Whether local or central investment decisions drive the business

The number of distinct geographical divisions within the organization

Report portfolio performance through management dashboards

Train and coach PPM staff

Provide a flexible resource pool

Develop standard processes for producing Business Cases

Programme team fails to use a common language

Stakeholders are identified and analysed

Programme approach is used to implement a P3O

External consultants advise the programme team

Establish the temporary Project Office staffing levels

Implement the Project Office functions defined within the project initiation document

Review project management processes so that they continue to be appropriate

Review use of project resources so that they continue to be appropriate

Carrying out P3M3 assessments

Agreeing the measures to be used to prioritize the portfolio

Agreeing the funding model for a P3O

Documenting processes via business process swimlanes

Risks involved in implementing a P3O model

Definition of the future state of the P3O

Resource requirements to deliver the portfolio of change initiatives

Risks involved in delivering the portfolio of change initiatives

1,2,3

1,2,4

1,3,4

2,3,4

Finance

Change initiatives

Business as usual

Commercial

Business process swimlanes

Knowledge management tools

Capacity planning for resource management

P3O Value Matrix

Links information across business change initiatives in a hierarchical manner

Allows multiple people to access multiple sets of information

Supports a single business change initiative with multiple users

Uses a single installation of the tool across the organization

Are we getting the business benefits?

Are we doing the right things?

Are we getting things done well?

Are we doing things the right way?

Tailoring core standards to meet local need

Planning resource capacity at a local level

Reviewing the Blueprint regularly

Following a clearly defined business strategy