MSP®, PRINCE2®, MoP®, P3O® , ITIL® ,P3M3® are registered trade marks of AXELOS Limited. Based on AXELOS MSP®, PRINCE2®, MoP®, P3O® material. Reproduced under licence from AXELOS.

P3O® Model

PermanentOrganization

PortfolioO�ce

(IT) HubPortfolio

O�ce

TemporaryProjectO�ce

Portfolio (MoP®)

(FM) HubPortfolio

O�ce

(P3O®)

Programm

e (MSP®)

TemporaryProgramme

O�ce

Head ofProgrammeO�ce

Head ofHub P3O

Head ofHub P3O

PortfolioAnalyst

Head ofP3O

P3OSponsor

Head ofProject O�ce

SeniorResponsible

Owner

ProgrammeManager

ProjectManager

TeamManagers

De�nePortfolio

of ChangePortfolio Direction

Group

ProjectBoard

ExecutiveSenior User(s)

Senior Supplier(s)

Deliver Portfolioof Change

Portfolio ProgressGroup

Permanent

Categorize

PrioritizeUnderstand

Plan Balance

FinancialManagement

RiskManagement

Bene�tsManagement

ResourceManagement

Organization(Roles)

ManagementControl

StakeholderEngagement

P3M3®

Energy

Identify a Programme

Vision, Objectives, Brief, Goals,

Sponsor

De�ne the ProgrammeBlueprint, Plan

Tranches, Business Case,Bene�t Pro�les and MapGovernance Strategies

DeliverCapability

(Projects)

CloseProgramme

Realize theBene�ts

(Operations)

Managing Successful Program

mes

PRINCE2®

Mandate usuallyin the form of:

Terms of Reference

Initiating a ProjectStrategies, Project Plan,detailed Business Case,Bene�ts Review Plan,

PID

Starting upa Project

Outline Business Case,Project Team,

Approach, Brief

Managing aStage Boundary

Plan Next Stage,Update Business Case,

End Stage Report

Controllinga Stage

(Work Packages,Reports, Issues)

ManagingProduct Delivery

Quality Review, Checkpoint Reports,Specialist Outputs

Closinga ProjectHandover

End Project Report

Directing a Project(Governance)Project (PRIN

CE2®)

Stage HighlightReport

Project ProgressReport

ProgrammeReport

Issues

Exceptions

Managem

ent of RiskStrategic

Project

ITIL® Service Managem

entService Strategy, Capacity M

anagement

Change, Release & Con�guration M

anagement

Programm

e

Change, Availability & Continuity M

anagementBest Practice Model

Escalated Issuesand Risks

Sponsoring Group

Managem

ent of Portfolios

Manage the Tranches

(G o ver n a n ce) Escalated Issuesand Risks

Business Change Managers

Work PackageCheckpointReport

Management of operational risk

Mandate usuallyresults from

Policy, Visionor Strategy

PRINCIPLES

PRINCIPLES

Continued business justi�cation

Learn from experience

De�ned roles and responsibilities Manage by stages

Manage by exception

Focus on productsTailor to suit the project environment

PRINCIPLES

Remaining aligned w

ith corporate strategy

Leading changeEnvisioning and communicating a better future

Focusing on the bene�ts and threats to them Adding valueDesigning and delivering a coherent capability

Learning from experience

Senior management commitment

Governance alignment

Strategy alignment

Portfolio o�ce

Energized change culture

Centre of ExcellenceStandards and A

ssuranceCoaching and M

entoring

Portfolio, Programmeand Project O�ces

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Business Change Manager(s)Key role in MSP which is bene�ts focused. From the a�ected operational areas, Business Change Manager(s)are charged with writing the 'future state' description for the blueprint design document, and thereafter developing key bene�ts related documentation such as the bene�ts map and bene�ts pro�les.

In the delivery phase, they must plan for the transitionfrom an old way of working to a new way of working, whilst maintaining business as usual. They must ensure that the change has 'stuck' in order to fully realize the expected bene�ts.

P30 - Portfolio, Programm

eand Project O

�ces

PortfolioProgram

me

MSP®

Managing Successful

Programm

esPRIN

CE2®

Project

Best Practice - key roles and responsibilities

MoP®

Managem

ent of PortfoliosP3O

®

Project BoardTogether, the Executive, Senior User(s) and the Senior Supplier(s) make up the Project Board. The Project Board has authority and responsibility for the project within the instructions (initially contained in the project mandate) set by corporate or programme management.ExecutiveThe Executive (supported by the Senior User(s) and the Senior Supplier(s)) is ultimately accountable for the project’s success and is the key decision maker.

Senior UserThe Senior User is responsible for specifying the needs of those who will use the project’s products, for user liaison with the project management team and for those needs within the constraints of the Business Case in terms of Quality, functionality and ease of use.Senior SupplierThe Senior Supplier(s) represent the interests of those designing, developing, facilitating, procuring and implementing the project’s products.

Project SupportAn administrative role in the project management team. Project Support can be in the form of advice and help withproject management tools, guidance, administrativeservices such as �ling, and the collection of actual data.

Project ManagerThe Project Manager is the single focus for day-to-daymanagement of the project. This person has the authority to run the project on behalf of the Project Board within the constraints laid down by them.Team ManagerThe person responsible for the production of thoseproducts allocated by the Project Manager (as de�ned in a Work Package) to an appropriate quality, timescale andat a cost acceptable to the Project Board. This role reports to, and takes direction from, the Project Manager.

Project AssuranceThe Project Board is responsible, via its Project Assurance role, for monitoring all aspects of the project’s performance and products independently of the Project Manager.Change AuthorityA person or group to which the Project Board may delegate responsibility for the consideration of requests for change oro�-speci�cations. The Change Authority may be given a budget and can approve changes within that budget.

Sponsoring GroupKey stakeholders who authorize the programme investment decision(s). During the course of an MSP programme, they may only meet a handfulof times, but could be more ‘hands on’.

Programme BoardHelps, supports and assists the Senior Responsible Owner to drive the programme forward. Chaired by the Senior Responsible Owner, the Programme Board also has the Programme Manager and Business Change Manager(s) as standing members.

Others, such as representatives of corporate functions, Project Board executives and lead supplier may attend on an optional basis.

Programme ManagerThe day to day role in MSP. Responsible for developing the programme's governance framework, the Programme Manager also facilitates the development of the Blueprint (the design document) and other key MSP documents (e.g. the programme plan).

Thereafter, the Programme Manager runs the programme bymanaging the programme's budget/resources, risks, issues, stakeholders, business case, monitors that the programme (and it's constituent projects) is not drifting o� course. The Programme Manager coordinates the delivery of projects in view of their complex dependencies.

Business Change Team(s)Operational members of sta�, formed in order to support the Business Change Manager(s) when the operational area is exposed to the 'trauma' of change. They report to, and take direction from, the relevant service area speci�c Business Change Manager(s).Programme O�ceThe information hub for the programme - involved in planning, resource management, risk and issue management, facilitation of stakeholder engagement activities, supplying information for, and disseminating the results of, review and so on. If the programme's information is out of date - it is out of control. You cannot have a programme without a programme o�ce.

Senior Responsible OwnerThe most a�ected, most interested member of the sponsoring group. Accountable for the programme, the Senior Responsible Owner also chairs the programme board. Should lead the programme with charisma and dynamism.

Portfolio Direction Group (PDG) or Investment CommitteeThis is the governance body where decisions about inclusion of initiatives in the portfolio are made. No initiative should be included within the portfolio or funded without the PDG/IC’s approval.Responsibilities• Agree the portfolio management framework• Agree the processes contained within the portfolio de�nition cycle and ensure that they operate e�ectively• Approve changes to the practices within the portfolio within the portfolio de�nition cycle• Approve the portfolio strategy and delivery plan.

Portfolio Progress Group (PPG) or Change Delivery Committee (CDC)This is the governance body responsible for monitoring portfolio progress and resolving issues that may compromise delivery and bene�tsrealization.Responsibilities• Agree the processes contained within the portfolio delivery cycle and ensure that they work e�ectively• Approve changes to the practices within the portfolio delivery cycle• Ensure that all programmes and projects comply with agreed delivery standards – e.g. use of business change lifecycle.

Business Change Director or Portfolio DirectorThe Business Change or Portfolio Director is themanagement board member who is responsible for the portfolio strategy and provides clear leadership and direction through its life.Responsibilities• Champion the implementation of portfolio management across the organization• Secure the investment to implement portfolio management, including a portfolio o�ce where required• Provide overall direction and leadership for the implementation and delivery of the portfolio.

Portfolio ManagerThe Portfolio Manager coordinates the e�ective and e�cient operation of the portfolio management practices and provides support to the Business Change/Portfolio Director, portfolio direction group/investment committee and portfolio progress group/change delivery committee – including ensuring that they receive the information they require to enable them to discharge their responsibilities.Responsibilities• Drafts the portfolio strategy and delivery plan for the Business Change/Portfolio Director.• Keeps the portfolio management framework up to date• Prepares the regular portfolio dashboard for the PDG/IC and PPG/CDC.

Portfolio Bene�ts ManagerThe Portfolio Bene�ts Manager ensures that a consistent ‘�t for purpose’ approach to bene�ts management is applied across the portfolio and that bene�ts realization is optimized from the organization’s investment of change.Responsibilities• Develops and maintains the organization’s portfolio bene�ts management framework• Considers and advises the Portfolio Manager or Director on changes to the portfolio bene�ts management framework.• Provides training and awareness-building sessions on the application of the portfolio bene�ts management framework.

P3O ROLESThese should be treated as a “pick and mix” set to create custom job descriptions tailored to the organization’s business and customer requirements.

Programme or Project O�cerCollects & maintains data in a consistent form should be improving the planning and delivery process, implementing guidelines, procedures and templates, hands on delivery support.

FUNCTIONAL ROLESThese roles often have line management in the widercorporate organization and are often seconded into the PPM environment.Bene�ts & Value roleCommercial roleEnsures decisions meet standards & o�er ‘value for money’ procurement or purchasing.

Planning and estimating rolePortfolio, Programme and Project Plans with the creationof dependency logs.Quality Assurance roleProducts and services delivered by the change portfolioare �t for purpose.Resource Management roleCurrent and future sta�ng and skill assessment.Risk roleEnsures corporate risk policy and strategy is adopted within change programmes.Reporting roleSecretariat/AdministratorTools ExpertSoftware tool expert.

MANAGEMENT ROLESP3O SponsorDirects and champions the establishment of the P3O and is ideally a main board member.Head of P3OEstablishes and runs the portfolio o�ce, more than one is required if a hub & spoke model is used, provides strategic challenge, overview and scrutiny.

Head of Programme or Project O�ceEstablishes and runs a temporary o�ce, needs strongleadership and PPM skills, and may deputize for the Programme Manager.

GENERIC ROLESPortfolio AnalystDevelopment and ongoing management of an optimized portfolio, develop and maintain management dashboards.Programme or Project SpecialistPromotes programme and project management methods, usually an internal consultant, coaching, mentoring and facilitating workshops during project or programme startup.

Communications & StakeholderEngagement roleInformation Management roleCustodian of all master copies (Con�guration Management). Works closely with Information Assurance. Linked to Change Control and Issue roles.Consultancy & Performance Management roleSeeking to continual PPM process improvement.Finance roleAlmost always embedded in P3O but with line management in corporate �nance.Issue roleChange Control role

MSP®, PRINCE2®, MoP®, P3O® , ITIL® ,P3M3® are registered trade marks of AXELOS Limited. Based on AXELOS MSP®, PRINCE2®, MoP®, P3O® material. Reproduced under licence from AXELOS.

To order further copies of this process model,or to contact an ILX Group Training Specialist, call +44 (0) 1270 611600

To order further copies of this process model,or to contact a Training Specialist, call +61 (0)2 8035 4350