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P3O, Why have a P3O?, How the P3 model elements align with Portfolio,…

- - - - Ensure the right decisions are escalated to the right people with relevant information to support decision-making process
      - Provide support, coaching and training for all roles
      - Provide standard role descriptions and terms of reference for boards
      - Provide SROs and senior managers with decision support - analysing options and consequences
    - - Accountability of SROs and senior managers for overall portfolio investment decisions
      - Clear accountability of SRO or project executive for programme or project outcomes and benefits
      - Clear accountability of business managers for change transition and benefits management
      - Clarity of roles and responsibilities in programme and project teams and the P3O
  - - - Provide independent gated review coordination and assurance
      - Provide support to SROs and senior management
      - Ensure complete, timely and accurate data is collected at source so that analysis and amalgamation enable quality decision making
      - Support governance - ensure the risks, issues and changes are escalated to the right decision-making authority. Assist in consistency of approach through the levels of governance
    - - Governance framework, including SROs for portfolios and programmes, and project executives for projects and associated boards
      - Portfolio governance consistent with the wider organizational governance structure
      - Hierarchy based on achieving scalability with a focus on single points of accountability
      - Governance provided by delegated limits of authority (tolerances) with escalation routes and rules for risks, issues and changes
      - Gated reviews – strategy, business justification etc. through to benefits review
- - - - Are we getting things done consistently and well?
        Are best-practice delivery methods and governance structures in place for programmes and projects?
        Are those who are involved in delivering programmes and projects doing so consistently and performing at the required level? Do they have the skills and capability to succeed? Are appropriate tools and techniques available?
    - - Are we doing things the right way?
        Are the programmes and projects (and their outcomes and deliverables) aligned with each other, with the orgs governance, structure and the BAU activities?
        Are we delivering the programmes/projects in line with the enterprise architecture/business roadmap and in the right order/sequence?
  - - - Are we getting the business benefits? Are the programmes and projects delivering the expected contribution to achieving corporate strategy? Is delivery of the strategy still on track?
    - - Are we doing the right things?
        Is the business investing in those programmes and projects that make the greatest contribution to achieving corporate strategy?
        Are they correctly prioritised against each other and BAU activities?
- - - - …where people share ideas, insights and experience is just as important as providing knowledge management tools
      - Most important factor is time... make it clear that spending time on this is a valued activity
    - - connecting people to information (or documented knowledge)
      - connecting people to other people
      - General guidance and advice
        
        Give people a choice of knowledge sharing tools and techniques
        
        Support tools and techniques that connect people to information and to other people
        Where knowledge is documented, include the authors contact details so people can follow up with a conversation
        
        Build on existing knowledge sharing practices. Ask people what is already working
        
        Fill gaps. Ask people what is missing, or for example of a situation in which they needed knowledge or advice and didn't know how to get it
        
        Remember that people don't know what they don't know. Often that can 't search for relevant information and knowledge because they don't know which search terms to use or what questions to ask. Create mechanisms for people to ask open questions, such as 'What does anyone know about...'
        
        Remember that knowledge needs don't necessarily coincide with knowledge production. Just because one project team has learned something, it doesn't mean that is now relevant to other project teams
        
        Knowledge sharing is often informal, so give people opportunities to interact socially
        
        The P3O has a unique overview of the organisations project activities and is well placed to make connections between ideas, places, insights and experiences developed in different places
        and at different times
        Organise seminars, workshops, online forums and other opportunities for people to share their knowledge
        
        Build an external knowledge network.
      - Communities of practice
        
        …are groups of people who share a common interest and are willing to work and learn together over a period of time to develop and share their knowledge
        …work better if they are structure, integrated into the organisation, and supported by senior management.
      - Lessons
        
        Systems containing detailed case studies of shared lessons are synonymous with knowledge management to many project professionals, despite being implemented ineffectively in many orgs
        
        Effective lessons-recording system has two components
        
        learning reviews in which key learning is identified, with feedback to the P3O including suggested action plans...
        
        …then some action initiated by the P3O to make sure that what went wrong doesn't go wrong again and what went well is repeated
      - Learning reviews
        Common types are:
        All three can be supported & facilitated by the P3O - make sure that meetings are used to learn from experience and not attribute blame
        
        Ad-hoc (after-action) reviews
        Brief meetings held at short notice, usually after something has gone wrong, with the purpose of preventing it happening again.
        Participants typically consider five questions:
        
        Why were there differences?
        
        What did we learn?
        
        What actually happened?
        
        What was supposed to happen?
        
        What are we going to do about it?
        
        Planned reviews (e.g. the post-implementation review)
        Structured, facilitated meetings held at agreed points in the prog/proj, e.g. end of key stages or an agreed period after implementation to focus on benefits realisation
        
        Pre-project review (peer review or peer assist)
        ...is a meeting or workshop called by a team just starting out on a project or activity, to seek knowledge and insight from potential collaborators and others with experience of similar situations
      - Archiving of P3 good practice
        Material collected throughout an initiative should be archived with the P3O for future use, as it can provide hints to assist future initiatives
  - - - Business solution
        Held during the initiation stage to brainstorm options and consider options for the prog/proj solution
      - Portfolio priorities
        Held during the portfolio prioritisation process. Identify the key strategic drivers or investment objective and then force-rank each objective by asking "Is strategic objective A more important or less than objective B"?
      - Prog/proj start-up
        Held at any time during the start-up stage or in the early part of the initiation or definition to brainstorm the prog/proj objectives, scope, timescales, dependencies, risks, etc.
      - Benefits identification and modelling
        Held when determining the key benefits for a prog in the definition stage. Involves identifying the planned benefits and then determining the dependency network for the identified benefits.
      - Stakeholder identification and comms planning
        Held at any time throughout the programme or project, but particularly valuable in the start-up and initiation stages of a project or the definition stage of a programme or tranche
      - Risk identification and risk assessment
        Held at any time throughout the programme or project, but particularly valuable in the start-up and initiation stages of a project or the definition stage of a programme or tranche.
      - Planning
        Held at any time throughout the programme or project, but particularly valuable in the start-up and initiation stages of a project or the definition stage of a programme or tranche as the solution is clarified and detailed plans are sought.
      - Problem solving
        May be held at any time to resolve issues and generate solutions, or to consider options for assessing change requests or exceptions
      - Lesson sharing
        May be held as a workshop to brainstorm all lessons from a prog/proj at closure, ends of stages or start-up
      - Training
        May be held periodically throughout the lifecycle to maintain the appropriate level of skills required to achieve outputs and outcomes
      - Blueprinting
        Held at the definition stage of a programme and periodically throughout the lifecycle in line with tranches or significant change control.
      - MoV study workshops
        Various workshop types that are held throughout the lifecycle to identify and improve value
      - Dependency workshops
        Held at regular intervals by the portfolio to identify dependencies between progs/projs
- - - - Workflow and delivery support
      - Demand management and project collaboration
      - Governance processes
      - Benefits management
      - Lifecycle and stage-gated review process
      - Programme and project guides and support
      - Information and document management
      - Risk management and issue management
      - Change control
      - Information portals
      - Dependency management
      - Progress reporting
    - - Skills matching
      - Capacity/forward planning
      - Resource assignment
      - Scheduling, tracking and measurement
      - Timesheets
    - - Portfolio identification
      - Org budgeting
      - Strategic planning
      - Portfolio analysis
      - Strategic resource planning
      - Strategic risk management
      - Strategic issue management
      - Portfolio schedule and planning
      - Portfolio categorisation
      - Portfolio prioritisation
      - Portfolio tracking
      - Portfolio optimisation
      - Asset management