Functions
Functions
FUNCTIONS GUIDE
Developed by the Department of Health Informatics Directorate Informatics Capability Development branch
FUNCTIONS GUIDE
This guide is primarily intended for use by staff looking to set up (or currently running) a PMO.
For the purpose of this guide PMO refers to Portfolio, Programme or/and Project Offices.
Functions guide
TABLE OF CONTENTS
10. Checkpoint
11. References
Functions guide
Definitions of portfolio, programme and project management can be found at the following link: www.connectingforhealth.nhs.uk/systemsandservices/icd /informspec/p3m/resource/implementing/definitions/ind ex_html/
Functions guide
Model
PMO model
Definition
The total structure put in place to deliver functions and services across an organisation or enterprise through a single or multiple offices Permanent office set up to support the definition and delivery of a portfolio of change across the entire organisation or enterprise. Temporary office set up to support delivery of a specific change initiative being delivered as a programme
Project Office
Centre of Excellence (COE)
Temporary office set up to support delivery of a specific change initiative being delivered as a project
A portfolio, programme and project management standards unit, which defines standards (processes, templates and tools), skills and training, manages knowledge and may provide independent assurance. The COE may be part of a portfolio office or exist as a separate independent unit.
Functions guide
Which programmes and projects under our control are delivering the best value?
How quickly would we be able to deliver if we had a bigger budget or more skilled staff?
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Functions guide
Functions guide
Tactical Delivery
Monitor, review and reporting Risk, issue and change management Finance Assurance and quality Information management Transition management
Functions guide
In this particular model a single unit is responsible for three functional areas: portfolio functions, delivery functions and centre of excellence functions.
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Staff role
PMO Sponsor. Champions the PMO Programme/Project Office Head Portfolio Analyst
Information
Senior member of NHS organisation main board who will champion the PMO. Establish and leads/ runs the office. Ongoing management of the portfolio. Develop and maintain management dashboards. Promotion of P3M methods. Roll out of good P3M practice and monitoring projects where required. Implement guidelines, procedures and templates. Collect and maintain data. Provide delivery support. Provides benefits realisation support to programme managers and change managers. In the NHS there may be separate benefits roles.
Programme/Project specialist
Programme/Project Officer
Benefits role
Functions guide
Information
Stakeholder analysis, communications plan creation and implementation, media relations. Guardian of master copies of P3M information. Configuration management duties. Establishes a professional finance function within the portfolio, programme or project. Ensuring the portfolio, programme or project has effective processes in place to identify, monitor and resolve risks and issues. Facilitate the development and maintenance of the portfolio, programme and project plan and dependency logs. Leads work to ensure that new products or services delivered by the portfolio, programme or project are fit for purpose and capable of delivering the benefits defined by the board. Collates base data and generates reports. Administrative support. May provide secretariat function for boards.
Finance role
Planning role
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http://www.best-management-practice.com/PublicationsLibrary/P3-Offices-P3O/Project-Programme-and-PortfolioOffice-P3O/?DI=603514
Portfolio, Programme and Project Management Maturity Model (P3M3). A maturity model produced by the OGC. can be used as a guide to identify the level of maturity of 32 different practices covering portfolio, programme and project management (P3M). The P3M3 guidance provides generic descriptions for each practice, at each of the five levels of maturity, against which your organisation can be assessed. More information can be found at the following link: www.connectingforhealth.nhs.uk/systemsandservices/icd/i nformspec/p3m/resource/capability/maturity/index_html/
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10) CHECKPOINT
Do you have the most appropriate support structures for portfolios, programmes and projects in your organisation? Are you aware of different types of offices that may sit within the PMO function i.e. programme office? Are you aware of different functions a PMO could offer to your organisation? Are there any other services the PMO could deliver for your organisation? Are you aware of different staff functions that could support your organisations PMO? Is your PMO model appropriate to the size and type of your organisation? Have you accessed OGC (now Cabinet Office) guidance on P3Os? Have you accessed OGC (now Cabinet Office) guidance on the P3M maturity model (P3M3)?
Functions guide
11) REFERENCES
Getting Return on Investment from your Programme or Project Management Office The ProjectPlus Group http://www.apm.org.uk/blog/return-pmo-investment Dave Rochford BSc, MA, Fellow CMA & Iain Fraser, PMP, PMI Fellow, Fellow PMINZ Project Plus Ltd Portfolio, Programme and Project Offices Office of Government Commerce Published by TSO P3M3 Portfolio, Programme, and Project Management Maturity Model (P3M3) Office of Government Commerce Released in June 2008