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This new core guidance from OGC describes why, when and how to use project, programme and portfolio office (P3O) models. It describes what a P3O is, defining the two key types of P3O and goes on to answer the question: "why have P3Os and what value-add do they bring to the organisation?" 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 organisation. And it includes checklists for start-up, continuous improvement, and reviving and closing down temporary offices.
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Portfolio, Programme and Project Offices,
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This review is from: Portfolio, programme and project offices (P30) (Paperback)
OGC and their colloborators have done it again and produced an excellent beginners guide for those looking to set up what I would call permanent PMOs as opposed to the transitory kind. The sections covering Portfolio Management are particularly good and important for senior business managers in any organisation. I suspect closer integration with the other OGC Guide "Management of Portfolios" would pay dividends from a consistency point of view but this is a minor point. There is also a need for a section that explores the interfaces between the offices more closely. For those who are not change professionals the multiplicity of offices can come across as "overkill" but for corporates runing large portfolios of projects each year whether in a single location or over different geographies this guide provides some interesting insights and tips on how to manage on going project and programme based change. I found it extremely useful and thoroughly recommend it to change professionals.
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