6. International
Common issues
• A new project, what is the impact on other
projects?
• Who has overview of all projects and
programmes?
• Limited resources: which project is more
important?
Challenges
– Portfolio management
– Standardization
– Knowledge Management
– Decision enabling
7. International
Benefits of using PMO’s
• Structure & standardization
• Continuous focus on strategy
• Links between projects/programmes clear, impact easy to define
• Quick start ‘good practices’
• Clear information flow
• Right info at right time at right level
• PMO’s deliver business intelligence
8. International
Best Practice and maturity
Adapté selon Technical Report CMU/SEI-93-TR-024
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9. International
Using P3O for your benefit
Managing portfolio, programme and projects
Decision making and governance
Modelling your P3O
Strategy and practice
16. International
The P3O Guidance
Content
•List of Figures
•List of Tables
•Foreword
•Aknowledgements
•P3O Topics
•Apendix A-F
•Further information
•Glossary
•Index
P3O Topics
•Introduction
•Why have a P3O?
•What is a P3O
model?
•How to implement
or reenergize a P3O
•How to operate a
P3O – Tools and
techniques
Appendix
•A. Roles and
Responsibilities
•B. Example
Business Case
•C. Model Tailoring
•D. Example Tools
and techniques
•E. P3MW Summary
•F. Functions and
Services