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P3O - Latest addition to OGC'S best practice standards

Johannesburg, 23 Sep 2009

P3O is short for portfolio, programme and project offices. This concise, integrated model covers every area of these three support office functions, with implementation life cycles for implementing from scratch or for refreshing an existing function. P3O is designed to provide everything needed to implement, re-energise and run a project and portfolio office.

The Office of Government Commerce released the P3O model in October 2008 to complement its best practice framework, which already covers the PRINCE2 method, managing successful programmes (MSP) and the P3M3 maturity model.

Snap Tech wasted no time in preparing for the delivery of this new certification, which can either be run as a training course, or as an internal workshop to implement or re-energize your own project or programme office.

P3O introduces the latest thinking in this area of expertise. It derives from international experts, consultants and users, who bring together in one place all the material needed to effectively implement and manage a successful portfolio, programme and project office. The model provides practical guidance in all the key areas of a P3O, going as far as the business case for starting and sustaining an effective project office that adds real value to its stakeholders.

The portfolio part of the P3O will help an organisation ensure that correct strategic outcomes are selected and achieved. In addition, the programme and project side takes a centre of excellence approach to ensure that change delivery is consistent and effective through standard processes, supported by appropriately trained and competent staff.

The P3O model is not a one-size-fits-all model. It can be applied by government departments, private sector or corporations, and even by single individuals who act as multitasking PSO officers in small companies.

Training sessions and workshops are targeted at all portfolio, programme and project personnel, including those who are working as internal business consultants, grappling to make the right choices for a successful support office implementation.

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