P3OPast, Present and Future

Sue Vowler

Director, Project Angels

Past - Guidance

• Conceived in October 2006

• Commissioned in October 2007

• Published in October 2008

• Sales as at July 2010:

– Over 5,500 copies main guidance

– Over 1,000 Think P3O

– Over 500 packs of 10 pocket guides

Please note that any information made available to you is provided solely for this purpose. This information must not be used for

any other purpose and must not be relied upon for any other use, in particular to mislead or make statements relating to the subject

matter. This information is valid for 30 days.

Past - Qualifications

• Foundation exam launched October 2008

• Practitioner exam launched January 2010

• Exams taken as at July 2010:

– 1500 Foundation

– 300 Practitioner

Please note that any information made available to you is provided solely for this purpose. This information must not be used for

any other purpose and must not be relied upon for any other use, in particular to mislead or make statements relating to the subject

matter. This information is valid for 30 days.

Present

• Available as book, pdf and ebook

• Multi national appeal

• Being translated into Chinese

• Repository of tools and articles

– www.best-management-practice.com

• Major tools / PPM software vendors have

embraced P3O

• Driving demand for P3M3 assessments

• Portfolio Management guidance supports P3O

We must cut costs, become more efficient, get better at delivering

change….

Today’s Challenge

We’re doing too much and never deliver anything well…..

We’re doing too much and never deliver anything well…..

Can we get rid of all rogue / pet projects…..What are our top priorities?

Can we get rid of all rogue / pet projects…..What are our top priorities?

Are we at risk of not achieving financial goals – under as well as over spend?

Are we at risk of not achieving financial goals – under as well as over spend?

Can we take on this programme or project? Do we have to stop something? Have we the resources to deliver?

Can we take on this programme or project? Do we have to stop something? Have we the resources to deliver?

What will happen if a key resource leaves or goes on long term sick –where are our weak points in skills and “tribal” knowledge?

What will happen if a key resource leaves or goes on long term sick –where are our weak points in skills and “tribal” knowledge?

If we had more money or skilled people – what would it do to our delivery schedule?

If we had more money or skilled people – what would it do to our delivery schedule?

We want visibility of progress – “ no surprises”during delivery. Are we meeting (or likely to meet) our commitments?

We want visibility of progress – “ no surprises”during delivery. Are we meeting (or likely to meet) our commitments?

Where do decisions get made? Who makes them? Lets make a decision swiftly at the right level and stick to it…

Where do decisions get made? Who makes them? Lets make a decision swiftly at the right level and stick to it…

We want predictability of delivery – what will be the impact of missing a milestone?

We want predictability of delivery – what will be the impact of missing a milestone?

Today’s Voices?

Is there an opportunity to deliver early?

Is there an opportunity to deliver early?

Feedback to me……

☺Like the practical nature of the guidance

�Needs more on:

– temporary programme and project offices

– Sequence of events / priorities at set up time

– Examples + advantages and disadvantages

– Tools and techniques

�

Feedback via the formal change log

• Only 47 issues to date (July 2010)

• 22 of which are editorial corrections

• Key comments:

– Consistency with other guidance, especially MSP, and the OGC common glossary

– more clarity on the differences between some of the roles and where they sit in the P3O model (by examples)

– more guidance on running the P3O, dealing with change and BAU – interface with these roles e.g. BCMs

– a lot of feed back on the tools and techniques – especially about which ones to include in the guide (and figs 5.2 and 5.3)

– the order of the chapters – there is a view that chapter 3 should come before chapter 2

“Coming together is a beginning;

keeping together is progress;

working together is success”

“Coming together is a beginning;

keeping together is progress;

working together is success”

Future

How can you influence the next version of P3O?

Edward de Bono – drives parallel thinking

The White Hat calls for information known or needed. "The facts,just the facts." The Yellow Hat symbolizes brightness and optimism. Under this hat you explore the positives and probe for value and benefit

The Black Hat is judgment - the devil's advocate or why something may not work. Spot the difficulties and dangers; where things might go wrong. Probably the most powerful and useful of the Hats but a problem if overused.

The Red Hat signifies feelings, hunches and intuition. When using this hat you can express emotions and feelings and share fears, likes, dislikes, loves, and hates.

The Green Hat focuses on creativity; the possibilities, alternatives, and new ideas. It's an opportunity to express new concepts and new perceptions.

The Blue Hat is used to manage the thinking process. It's the control mechanism that ensures the Six Thinking Hats® guidelines are observed.

“Yellow Hat”

What do you like and want to keep?

Give practical examples of how you’ve used the

guidance successfully in your organisations.

10 mins

Assign a scribe for your group to capture

feedback

“ Black Hat” Brainstorm

What don’t you like – e.g. is difficult to follow or

needs more detail?

Give examples from your organisation where

possible.

10 mins

“ Green Hat”

What would you like to change or add?

10 mins

“ Red Hat”If you could change or improve only one

thing, what would it be?

5 mins

“Blue Hat”

Next Steps:

Collation of outputs

Publication to all delegates

For further information contact :

sue@project-angels.co.uk

Tel: 07887 587551

To feed back further comments:

http://www.best-management-

practice.com/ChangeLog/