P3O - The best place to be - Article

Firstly, let us clarify what a P3O is. It is shorthand for Portfolio, Programme and Project Office and encompasses those departments in our organisations which are currently called Programme Offices, Programme Management Offices, Project Offices, Project Support Offices et al.

All well and good, we know what P3O stands for, but why would an organisation have a P3O and what does it do? The pat answer usually trotted out is ‘to enable the organisation to do the right programmes and projects . . . and to do them right’.

Sounds good, but what does that actually mean? Surely, those authorising projects will only authorise projects that need to be done and, if you’re a sensible organisation, you’ll have a suitably qualified project manager who will deliver the projects right? Why bother with a P3O at all? I remember now, all that boring form filling (yes that includes timesheets), travel booking and endless report writing that the project managers are too busy or too important to complete. This is often borne out by the individuals who ‘choose’ to work in a P3O – junior/inexperienced staff who want to grow up into Project Managers or those ‘less effective’ Project Managers who we’ve persuaded to share their learning and experience by supporting other (usually more successful) Project Managers to deliver their projects.

In truth, a P3O can bring significant value to an organisation if its structure and services are appropriate to the organisation, and it is manned with suitably knowledgeable and skilled individuals. A P3O can dramatically increase the probability of programme and project success in terms of delivering strategy, maximising benefits and efficient execution of projects and programmes.

The last 5 – 10 years has seen the emergence of recognised career paths in P3Os that offer advancement in responsibility, seniority and salary, that do not culminate in a Project Manager, Project Director or Programme Manager role. This undoubtedly is due, in part, to the increased recognition, in all industries, of the benefits of programme and project management, followed quickly by the recognition of the need to select the right programmes and projects and to do them right!

Unsurprisingly, best practice, training and certification for P3O specialists has been thin on the ground. Most of the best practice has been focussed on tools and techniques. However, some giant steps have taken place in 2008 with the publication of the OGC P3O guidance and the introduction of the P3O Foundation Certification along with the promise of the Practitioner certification to be introduced very soon.

The OGC P3O guidance provides universally applicable principles, process and techniques that will enable individuals and organisations to successfully establish, develop, re-energise and maintain appropriate support structures for the delivery of programmes and projects, and covers all the shapes and sizes of P3O. It shows very clearly how the P3O can be decision enabling (to facilitate the selection of the right programmes and projects) and delivery supporting (to enable delivery of the programmes and projects right).

Although the Practitioner Certification is coming soon, don’t underestimate the value and level of the Foundation Certification (despite its name). The Foundation Certificate is aiming to measure whether a candidate could act as an informed member of a P3O so if you’re working in a P3O, this certification is for you.

Full details of the course content can be found on our website by clicking here.