Portfolio, Programme

and Project Offices

Portfolio
Analyst

Define
Understand
Portfolio
of Change
(FM) Hub
Portfolio
Office

Permanent

Energy

Prioritize

Plan

P3M3

Balance
Programme
Report

Governance alignment

PRINCIPLES

Envisioning and communicating a better future

Leading change

Mandate usually
in the form of:

Adding value

Project Progress
Report

PRINCIPLES

Learn from experience

Manage by exception

Directing a Project
Stage Highlight
Report

Initiating a Project
Strategies, Project Plan,
detailed Business Case,
Benefits Review Plan,
PID

Managing a
Stage Boundary

Exceptions

Closing
a Project

Controlling
a Stage

Plan Next Stage,

Update Business Case,
End Stage Report

(Work Packages,
Reports, Issues)

Handover
End Project Report
Issues

Work Package
Checkpoint
Report

Team
Managers

Tailor to suit the project environment

Managing
Product Delivery

Quality Review, Checkpoint Reports,

Specialist Outputs

Defined roles and responsibilities

Manage by stages

Continued business justification

(Governance)

Terms of Reference

PRINCE2

Coaching and Mentoring

Project (PRINCE2)

Change, Release & Configuration Management

Escalated Issues
and Risks

ITIL Service Management

Change, Availability & Continuity Management

vern a nce

Project

(Operations)

Management of Risk

Realize the
Benefits

Designing and delivering a coherent capability

Focusing on the benefits and threats to them

Outline Business Case,

Project Team,
Approach, Brief

Close
Programme

(Projects)

Business Change Managers

Starting up
a Project

Programme

ch

Deliver
Capability

(G o

Project
Manager

the Tran

Remaining aligned with corporate strategy

age

Managing Successful Programmes

Blueprint, Plan
Tranches, Business Case,
Benefit Profiles and Map
Governance Strategies

Vision, Objectives,
Brief, Goals,
Sponsor

Programme
Manager

an

Head of
Programme
Office

Head of
Project Office

Learning from experience

Escalated Issues
and Risks

Centre of Excellence

Programme (MSP)

Define the
Programme

Identify a
Programme

Policy, Vision
or Strategy

Temporary
Project
Office

Portfolio office

Sponsoring Group

Mandate usually
results from

Project
Board
Executive
Senior User(s)
Senior Supplier(s)

Deliver Portfolio
of Change

Risk
Management

Stakeholder
Portfolio Progress
Engagement
Group
Resource
Organization
Management
(Roles)

Management
Control

Portfolio Direction
Group

Head of
Hub P3O
Senior
Responsible
Owner

Temporary
Programme
Office

Benefits
Management

Financial
Management

Strategic

Head of
Hub P3O

Categorize

Service Strategy, Capacity Management

Head of
P3O

Permanent
Organization
Portfolio
Office

Energized change culture

Strategy alignment

P3O Model

PRINCIPLES

Senior management commitment

Management of Portfolios

Standards and Assurance

Portfolio (MoP)

P3O
Sponsor

(IT) Hub
Portfolio
Office

Best Practice Model

(P3O)

Focus on products

Management of operational risk

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 a Training Specialist, call +44 (0) 1270 611600

These should be treated as a pick and mix set to

create custom job descriptions tailored to the
organizations business and customer requirements.

Establishes and runs a temporary office, needs strong

leadership and PPM skills, and may deputize for the
Programme Manager.

GENERIC ROLES
Portfolio Analyst

Directs and champions the establishment of the P3O Development and ongoing management of an
and is ideally a main board member.
optimized portfolio, develop and maintain
Head of P3O
management dashboards.
Establishes and runs the portfolio office, more than
Programme or Project Specialist
one is required if a hub & spoke model is used,
Promotes programme and project management
provides strategic challenge, overview and scrutiny. methods, usually an internal consultant, coaching,

mentoring and facilitating workshops during project

or programme startup.

Portfolio

This 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/ICs approval.

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 benefits
realization.

Collects & maintains data in a consistent form should

be improving the planning and delivery process,
implementing guidelines, procedures and templates,
hands on delivery support.

FUNCTIONAL ROLES

These roles often have line management in the wider

corporate organization and are often seconded into the
PPM environment.

Benefits & Value role

Commercial role

Ensures decisions meet standards & offer value for money

procurement or purchasing.

Business Change Director

or Portfolio Director

The Business Change or Portfolio Director is the

management board member who is responsible for the
portfolio strategy and provides clear leadership and
direction through its life.

Responsibilities

Sponsoring Group

Programme Board

Programme Manager

The most affected, 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.

Others, such as representatives of corporate

functions, Project Board executives and
lead supplier may attend on an optional basis.

Thereafter, the Programme Manager runs the programme by

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

Project Board

Senior User

Project Assurance

Agree the portfolio management framework

Agree the processes contained within the
portfolio definition cycle and ensure that they
operate effectively
Approve changes to the practices within the
portfolio within the portfolio definition cycle
Approve the portfolio strategy and delivery plan.

Key stakeholders who authorize the programme

investment decision(s). During the course of an
MSP programme, they may only meet a handful
of times, but could be more hands on.

Senior Responsible Owner

Executive

The Executive (supported by the Senior User(s) and

the Senior Supplier(s)) is ultimately accountable for
the projects success and is the key decision maker.

Agree the processes contained within the portfolio Champion the implementation of portfolio management
delivery cycle and ensure that they work effectively
across the organization
Approve changes to the practices within the
Secure the investment to implement portfolio
portfolio delivery cycle
management, including a portfolio office where required
Ensure that all programmes and projects comply
Provide overall direction and leadership for the
with agreed delivery standards e.g. use of
implementation and delivery of the portfolio.
business change lifecycle.

Helps, 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.

The Senior User is responsible for specifying

the needs of those who will use the projects
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 Supplier

The Senior Supplier(s) represent the interests of

those designing, developing, facilitating, procuring
and implementing the projects products.

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.

The 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).

The Project Board is responsible, via its Project Assurance

role, for monitoring all aspects of the projects performance
and products independently of the Project Manager.

Change Authority

A person or group to which the Project Board may delegate

responsibility for the consideration of requests for change or
off-specifications. The Change Authority may be given a
budget and can approve changes within that budget.

Portfolio, Programme and Project Plans with the creation

of dependency logs.

Quality Assurance role

Products and services delivered by the change portfolio

are fit for purpose.

Consultancy & Performance

Management role

Resource Management role

Finance role

Ensures corporate risk policy and strategy is adopted

within change programmes.

Current and future staffing and skill assessment.

Seeking to continual PPM process improvement.

Almost always embedded in P3O but with line
management in corporate finance.

Risk role

Issue role
Change Control role

Reporting role
Secretariat/Administrator
Tools Expert

Portfolio Manager

Portfolio Benefits Manager

Software tool expert.

The Portfolio Manager coordinates the effective and

efficient 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.

The Portfolio Benefits Manager ensures that a consistent

fit for purpose approach to benefits management is
applied across the portfolio and that benefits realization
is optimized from the organizations investment of change.

Responsibilities

Develops and maintains the organizations portfolio

benefits management framework
Considers and advises the Portfolio Manager or Director
Responsibilities
on changes to the portfolio benefits management
framework.
Drafts the portfolio strategy and delivery plan for the
Provides training and awareness-building sessions on
Business Change/Portfolio Director.
the application of the portfolio benefits management
Keeps the portfolio management framework up to date
framework.
Prepares the regular portfolio dashboard for the PDG/IC
and PPG/CDC.

Business Change Manager(s)

Key role in MSP which is benefits focused. From the

affected operational areas, Business Change Manager(s)
are charged with writing the 'future state' description
for the blueprint design document, and thereafter
developing key benefits related documentation such
as the benefits map and benefits profiles.

Business Change Team(s)

Operational members of staff, 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
specific Business Change Manager(s).

Programme Office

In the delivery phase, they must plan for the transition

from 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 benefits.

The 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 office.

Project Manager

Project Support

The Project Manager is the single focus for day-to-day

management 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 Manager

The person responsible for the production of those

products allocated by the Project Manager (as defined in
a Work Package) to an appropriate quality, timescale and
at a cost acceptable to the Project Board. This role reports
to, and takes direction from, the Project Manager.

An administrative role in the project management team.

Project Support can be in the form of advice and help with
project management tools, guidance, administrative
services such as filing, and the collection of actual data.

PRINCE2

Project

Together, 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.

Responsibilities

Custodian of all master copies (Configuration

Management). Works closely with Information
Assurance. Linked to Change Control and Issue roles.

Planning and estimating role

MSP
Managing Successful
Programmes

Programme

Responsibilities

Communications & Stakeholder

Engagement role
Information Management role

MoP
Management of Portfolios

Portfolio Direction Group (PDG)

or Investment Committee

Programme or Project Officer

Best Practice - key roles and responsibilities

MANAGEMENT ROLES
P3O Sponsor

Head of Programme or Project Office

P3O

P30 - Portfolio, Programme

and Project Offices

P3O ROLES

To order further copies of this process model,

or to contact an ILX Group Training Specialist, call +44 (0) 1270 611600