Strategy. Adaptation. Change. P3O. PMO.

1. P3O meets Darwin
Strategy. Overhead.Adaptation.
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2. P3O. Strategic
asset or overhead?
Does P3O have strategic value?
In the P3O model strategy and P3O
are naturally linked at Portfolio
level. In the previous article you
could read about identifying your
P3O model. Now we will focus on
the strategic value of P3O. And we’ll
see how Darwin is an interesting
example.
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3. Mind the gap
 How can your P3O be overhead when you have built it upon
the needs of the organization? You don’t just start
somewhere.
 Before actually re-energizing your P3O the strategic goals of
the organization should be clear. As well as how the
organization is already supporting you in reaching your
strategic goals and it’s priorities.
 Where the capacity, skills or action is not somewhere in your
organization already, that is where your P3O adds value to
your organization and the strategic goals it wants to achieve.
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4. P3O is an enabler
 Your P3O is an asset if it is supporting what your
organization needs.
 You could use your Program or Project Offices as an
incubator for change in your organization.
 Having a business case and justification just like you do with
projects and programs is key in P3O.
 Your P3O model in itself is not the goal. It is an enabler to get
where you want to be with your organization and strategic
goals in the most efficient and effective way.
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5. Survival
 P3O is like Darwin’s origin of species… Adapt or die.
 When the overhead discussion pops-up that might be an
indicator that there has been a change in what the
organization needs from your P3O.
 Have a look at what you are actually doing and adjust
the functions and services to be in sync again.
 Priority in strategy might have changed. And the focus
of your P3O model should be, how can we add value to
the organization in reaching it’s strategic goals.
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6. Flexibility
 Flexibility of your P3O is a benefit for your organization
 The service that your P3O delivers will most likely not always
be the same. Adaptation is essential. The P3O model is
flexible and should focus on the organization’s needs. It
should fill in the gap, can be used as incubator for change in
your organization and enable your organization to focus on
what they should be doing.
 And if you hear complaints? Check the strategic goals again
and check that what you are doing in your P3O still makes
sense or that you should be doing something else to provide
your organization the services they need to be successful.
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7. Examples
 When an investment in specific skills and sharing
knowledge to improve the maturity of the organization
in a certain area would be essential for the organization,
then that is where your P3O can provide service.
 Or if it is the case that project managers don’t deliver
their projects on time, then that is where you should
focus on. To enable project managers to do their work in
a specific way and to get them focused on delivery you
might decide to put Project Offices or provide specific
expertise for peer reviews.
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8. P3O Tip
Your P3O Guidance includes functions, services and what you could be doing
depending on different maturity levels, so can recommend to use that.
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9. Get your tools ready
 The P3O Guidance is a great reference. Get the
book or an online subscription to P3O or
(recommended) the online PPM Suite.
 See: www.best-management-practice.com
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10. Sue Vowler - Lead Author of the P3O Guidance, 2008
Cabinet Office (former OGC) - publisher and owner of P3O
APMG - accreditation & certification P3O
BPUG – Best Practice User Group for Cabinet Office products
Official P3O website and more Best Practices e.g. ITIL, Prince2
www.best-management-practice.com
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11. Do you prefer a quick start today?
I will be happy to provide (Skype) coaching
& P3O workshops on site.
Follow me @P3O Best regards,
Skype: petrarona
Email: petra.rona@creativeinn.nl Petra Rona
Linkedin: www.linkedin.com/in/pmoconsultant
www.creativeinn.nl
Creative Inn 2013 Petra RONA