Typical Problems in Large IT Organisations:
· IT Programmes have mixed sizes and may contain Programmes and
Projects within it of various sizes, complexities and budgets.
· Programmes tend to implement their own Architecture Governance Structures
(i.e. mostly using Design Authorities)
· Programmes may have a Design Authority (DA) hierarchy for
sub-programmes and projects that are within it.
· Alignment between various Programme DAs are limited and
often does not exist. Probably it exists but is not rigorously enforced!!
· Alignment of Programme DA with
the Enterprise Architecture DA and Solution DA is limited
· Concepts of Project and Programme management may be inconsistent
The figure below aims to graphically demonstrate this.
So, What do we do about this??
One option, popular in large organisations, is to develop a Portfolio Management Approach - P3O.
P3O - Introduction
(a) Portfolio Managed Programmes and Projects should deliver more effective management of resources, budgets and programmes based on Strategic Decisions
(b) Allocate Resources – some permanent, some temporary –- Typically Portfolio Managers would have Portfolio Programme Mgrs, Portfolio Architects and Portfolio Change Managers and so on…- It operates as a Business in its own right – delivering programmes and projects to achieve a business objectives targeted for business performance.
(c) Governance Linking all the three offices PrO, PgO and PoO together as well as integrated communications with the operational level of busineGovernance links the Portfolio
(d) P3O Supports the three pillars
- Decision Support – What decicions, Who make them, for whom …- Delivery Support - Programmes/Projects need support to succeed
- Center of Excellence – Execution of Portfolio is improved based on
(e) Best Practices, Lessons Learnt, Assurances etc.
(f) Use the P3M3 Methodology
http://www.p3m3-officialsite.com/P3M3Model.aspx
A typical Decision Structure is depicted in the diagram below
A typical Organisation Structure - covering P3O and Architecture Governance is depicted in the following picture.
P3O - Summary & Benefits
(a) Enables Leadership - Doing the Right things as well as Doing things Right
(b) Enables Alignment – Portfolio Plans are approved at a Board Level – leading to closer alignment across portfolios and therefore across programme and projects, to Strategic Objectives / Strategic Management
§ Programmes / Projects cancelled or de-prioritised centrally at Portfolio level
§ Resource Management is done at a Portfolio Level – enhances effective use of staff across portfolio and programmes
§ Reduce number of projects/progra
(c) Reduces Costmmes based on overall
