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Abstract:
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Why have a P30?--What is a P30 model--How to implement or re-energize a P30--How to operate a P30 - tools and techniques--Roles and responsibilities--Example business case--Model tailoring - case studies--Example tools and techniques--P3M3 summary--Functions and services.
"This new core guidance from OGC describes why, when and how to use portfolio, programme and project Offices (P3O) models. 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 organisation?" It also includes business cases, funding models for set-up and ongoing costs and performance measures. The publication 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. It also includes checklists for start-up, continuous improvement, and reviving and closing down temporary offices and 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 OGC'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."--Publisher's website.
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