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Implement and Re-Energize a P3O® (IM)

Fourth Module – Implement and Re-Energize (IM)

Welcome to Module Four

We’re now starting Chapter 4 (page 67 in the manual)

Before you get started on the chapter, take a look again at the Syllabus

Navigate to the syllabus table and you’ll see the Implement and Re-Energize (IM) table.

The table is showing you which sections of the manual will be covered during this module.

This module of the course is the longest so you can expect to spend more time on this one.

In this module we will be looking at using best practice from Managing Successful Programmes (MSP) to implement the P3O

Start reading through the chapter and think about how you’re going to take notes throughout your course.

Smart Reading –  What You Need to Know

  • The key activities in the implementation lifecycle for a permanent P3O and their sequence

 

  • The four sections of a typical P3O Blueprint

 

  • The need to use a defined process to implement the P3O, typically based on MSP principles

 

  • The key activities and outputs of the Identify process

 

  • The key activities and outputs of the Define process

 

  • The use and typical content of a P3O Blueprint

 

  • Which reports are created at portfolio, programme and project level or by transition management and the typical information flows between the P3O model and senior management and the wider organization

 

  • The key sources of threats to achieving the Blueprint

 

  • The key activities and outputs of the Deliver (Deliver Capability/Realize Benefits) and Close processes

 

  • The implementation lifecycle for a temporary programme or project office:
    1. The focused set of stakeholders
    2. Organizational context
    3. Definition and implementation of a temporary programme or project office

 

  • The implementation lifecycle for a temporary programme or project office:
    1. Running a temporary office through to delivery
    2. Treatment of internal resources

 

  • The implementation lifecycle for a temporary programme or project office:
    1. Closing down a temporary office
    2. Recycling

Develop the P3O Blueprint:

Threats (risks) to achieving the Blueprint:

Key Messages

 

(Page 70-71)

  • Standard/ managed lifecycle (Figure 4.1)
  • Comes with all the of the elements of a standard lifecycle methodology such as gates, key documents, governance, key roles: sponsor, programme manager, business change manager.
  • Reference to Managing Successful Programmes (MSP) – used for transformational change. Implementing any permanent office of mix of offices will require a level of transformation of the organisation.
  • High-level description of each of the four phases – Identify – Define – Deliver Capability/Realize Benefits – Close
    • Key to have stakeholder engagement throughout the lifecycle.
  • Don’t need to know MSP to pass the P3O exam just knowledge of the lifecycle.

 

DEFINE Activities

Establish the Implementation Team (Page 71)

  • This is the implementation team which does not necessarily equate to the PMO team (though some will undoubtedly stay)
  • Additional skills to set up the PMO
    • IT, HR etc to set up processes
    • Procurement to buy any systems etc
  • Pros and cons of consultants

 

Identify and Analyse Stakeholders (Page 73)

  • The PMO has multiple groups of stakeholders – project delivery, senior management, business as usual.
  • It’s important to engage with stakeholders to be clear about their wants, needs and expectations of the P3O and also to gain their support and commitment to contribute to the development of the blueprint (which can take a considerable amount of effort from them).
  • Effective stakeholder engagement is required for the smooth implementation of the P3O.
  • Stakeholder engagement includes all the usual stakeholder management activities including stakeholder identification, stakeholder analysis etc.

 

Refine the Vision Statement (Page 72)

  • An outline vision statement will have been created in the identification stage (take a look at the BC module for a recap)
  • This outline vision statement will be further refined during the definition stage, ensuring it includes the desired outcomes.

 

Develop the P3O Blueprint (Page 73)

  • A blueprint is developed to demonstrate what the organisation will look like following the implementation of the P3O.
    • Where the P3O will be implemented in a number of tranches, interim blueprints may also be produced.
  • Input to the blueprint will be required by all the various stakeholder groups.
  • Appendix F is a useful reference for potential services.
  • The blueprint comprises four key sections Processes, Organisation, Technology and Information – POTI being a useful acronym.
    • Processes: This details all the processes that are included in the delivery of the services required to deliver the vision (and outcomes). NB: The processes section should also include the performance levels for each of the services.
      • Think how best to document the blueprint – use pictures, process models, swimlanes diagrams etc.
    • Organisation: A joined-up governance model, along with details of the respective roles and responsibilities. The organisation model should demonstration how the P3O aligns with the existing governance model, and importantly, any changes that may be required to achieve full alignment to provide effective governance.
    • Technology: Details of all the tools and techniques that are required to support the services and performance measures.
      • The interim blueprints may demonstrate how a service will be supported through manual processes and then, in subsequent/ final blueprint how they are automated.
    • Information and Data Requirements: This should also demonstrate how the three aspects of information assurance (confidentiality, integrity and availability) are addressed.

 

PPM Reporting (Page 80)

  • Underpinning the information and data requirements are details of the reporting information flow.
  • EXAM TIP: See Table 4.1 – Make sure you take a good look at this one.
  • What are the key reports in your organisation at each level?

 

 

Develop, Model and Validate the Benefits (Page 78)

  • Detailed work can now be completed on modelling and validating the benefits to be delivered.
    • This includes the development of a benefits management strategy, benefits map, benefits profiles and benefits realisation plan (as defined in MSP).
  • NB:
    • It may be that some/ all of the benefits are non-financial benefits.
    • In low maturity organisations, it may be a challenge to identify baselines numbers eg the number of successful projects

 

Develop and Confirm the Business Case (Page 81)

 

  • Now the details of the outputs, outcomes and benefits have been fully defined, the business case can be developed. This will need to include all the costs involved in delivery and establishment of the P3O and the activities required to deliver the benefits.
  • NB: In reality, some P3Os are established on the concept of ‘willingness to pay’ rather than a detailed business case.

 

 

Threats (Risks) to Achieving the Blueprint (Page 81)

  • The Business Case should identify the risks to delivering the blueprint and how these risks will be managed.

 

 

Plan Stages or Tranches of Delivery (Page 83)

  • The final activity in the definition phase is the development of the programme plan to support the (sometimes phased) implementation of the P3O.

 

DELIVER Activities

Page 86

  • During the delivery phase of the programme, new organisation capability is established (in line with the programme plan) and benefits realised.
  • Deliver new capability and transition and stabilize operations – delivering capability includes implementation of all the relevant elements from the blueprint (page 86)
  • Realize benefits – a key activity within the programme is the realisation of the benefits identified within the business case. The business case must be updated throughout the programme (page 86)
  • Periodic reviews – reviews should be undertaken throughout the life of the programme – as a minimum at the end of each tranche. Lessons learned from each tranche need to be embedded in future tranches. This may lead to updates to the programme plan and business case (page 86)

 

Close (the programme NOT the P3O!)

Page 86

  • When the blueprint has been fully delivered, the programme can be closed.
    • NB: This is closing the programme, NOT closing the P3O!
  • Lessons learned (in terms of programme management and also the implementation of the P3O) can be established and consideration given as to how improvements can be embedded.
  • The Sponsor, although now not sponsoring the programme, remains as the P3O Champion.
  • Once established, it is not expected that the P3O is static – there should be a continuous improvement mindset.

 

Implementing a Temporary Office

  • Implementing a temporary office within the P3O structure (eg a programme office or a project office) is done using a project structure (page 87)
  • Typically, the length of the project would be 10% of the timescales of the programme or project the office is supporting.

 

Temporary Office Stakeholders (Page 87)

  • As would be expected, a temporary office has fewer stakeholders than the overall P3O. Typically:
    • Upward – programme or project boards
    • Inward – programme or project team members
    • Outward – supplies, organisation portfolio office, corporate support functions etc

Running a Temporary Office (Page 90)

  • Typically, the key focus for a temporary programme or project office are within management control, resource management and organisation governance.
    • Appendix F is a useful reference for potential services.

 

Closing a Temporary Office (Page 90)

  • When the project or programme has completed delivery, the temporary project or programme office needs to be formally closed.
  • Lessons learned (in terms of project delivery and also the implementation of the temporary office) can be established and consideration given as to how improvements can be embedded.
  • Consideration is given to each of the elements of the temporary office to understand if they can be recycled eg processes or artefacts.
  • Formal handoff needs to be completed to the portfolio office (programme office or COE as appropriate).

 

Practice Exam Questions

P3O Foundation - Implement and Re-Energise

1 / 5

Which is NOT created as part of the ‘Deliver’ process within the permanent P3O implementation lifecycle?

2 / 5

Which stakeholder group is MOST likely to receive portfolio level reports?

3 / 5

What is the sequence for the processes of the permanent P3O model implementation lifecycle?

4 / 5

Which action is recommended when implementing a P3O model?

5 / 5

What element of the Blueprint should reflect the proposed reporting requirements for the future state P3O?

Your score is

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