from Patrick Mayfield
 
'P3O' stands for 'Portfolio, Programme and Project Office'. It is a management approach that has emerged strongly in recent years, particularly as the concepts and then practice of Programme Management and Portfolio Management have become embedded across the world.

To understand P3O, first we need to make clear distinctions between the portfolio, programmes and projects and why these distinctions matter.

The Portfolio

Within any organisation there will be all kinds of change going on; some managed as projects; some as informal initiatives or campaigns; some as the coordinated grouping of projects and changes to achieve major outcomes (these latter known as 'programmes').

Often a senior manager will have no real idea how large the sum of all the changes are at any given time, how much this all costs, whether all the changes are aligned to current strategy, and whether the use of resources is the best it can be. Answering these questions can be a large task that holds the tension between offering the 'big picture' for investment decisions in changes, and the detail, for example of knowing what resources are being used - and therefore being denied to other changes. This is tackled using 'portfolio management'.

Programmes

A programme is used to orchestrate otherwise-separate projects towards a particular step-change in capability and performance. Very unlike projects (e.g. IT and buildings, HR and process modeling) can come together and the programme ensures there is joined up delivery of a transformed capability. Benefits from these changes are consciously realized as part of the programme.

Projects

Projects have been around since pre-history. Yet one of the recent conclusions from research is that, comparing like-for-like projects, the more successful ones are shorter and simpler. In the past projects have floundered because they have attempted to do the rather more complex and divergent work that we now do as programmes. Projects are at their best when they can focus on delivery, and when what is to be delivered is both clear and changes little during the life of the project.

P3O

Enter P3O. When a P3O is carefully tailored and from the start demonstrates that it adds value, it becomes a powerful enabler of change by providing a governance backbone to all three levels.
P3O offers a menu of benefits that an organization can choose from in deciding what kind of P3O it needs. When it comes to P3O, one size does not fit all.

P3O: Missing Link, Gold Mine or Glue?

From the courses I've personally delivered, I've get a very positive response to P3O. It generates some stimulating discussions on our 2-day course and emerges in the minds of our delegates as the 'Missing Link' in Best Management Practice about change through programmes and projects.

Recently, a group of consultants I trained in the Netherlands, agreed that the Guide was a Gold Mine of nuggets that they could immediately offer their own clients.

Whilst in the UK, a public sector senior manager said to me:
"The P3O model is the 'glue' [between portfolio, programme and project management]."

P3O is creating a growing 'buzz' and a growing community of enthusiastic practitioners.

Patrick Mayfield formed Pearce Mayfield Associates in 1994, whilst he was on the team that managed the delivery of PRINCE2®, the UK Government's globally-acclaimed best practice project management method. He is an accredited PRINCE2, MSP™ and P3O® and Change Management, and now takes on the role of Chairman of the company. Patrick is a regular speaker at conferences on topics such as PRINCE2, MSP programme management, Mind Mapping, creativity and problem-solving. More recently, he was one of the authors of the 3rd edition of the MSP Manual published in September 2007. He regularly writes for his blog, Lessons of a Learning Leader.

by Tony Haley, available through
theinvisiblecandidate.com

See details on how to win this book below

Just this week on the radio, there had been a jobseeker telling the interviewer all about the 700 jobs they have applied for which had resulted in 11 interviews but still no luck in landing a new job. The interviewer duly noted that the jobseeker really needs to get some help because they must be doing something wrong. The "Invisible Candidate" is not merely for the hapless serial applier of jobs but for any current jobseeker in the UK that wants to stand out from the crowd and beat the competition to their dream job. Anthony Haley's book is current (the advice given is all in line with the current economic downturn), practical common sense, and crucially brings tools and techniques that are sales in nature, but translate beautifully to the business of getting a job. The "Invisible Candidate" is so called because;


"The Invisible Candidate" is like having your own job coach: Haley's style is straight to the point and he obviously has many years of experience that all makes perfect sense (especially at the senior end of the market as a head-hunter). It is for this reason that I felt that the "Invisible Candidate" would appeal to the project management marketplace: This book is about seizing the opportunity, understanding your skills and experiences to provide the necessary motivation to lift yourself above "today's dysfunctional job market" to get the job you really want, rather than just any old job to pay the bills.

Haley's approach essentially utilises sales skills to sell yourself and you may think that sounds like nothing new. But we still see in the marketplace people relying too much on job boards to find positions, outsourcing of your own CV writing to companies that may or may not have your best interests at heart, and, like the opening paragraph, some people still using methods that fail to land themselves a job.

The "Invisible Candidate" takes the reader through the job hunting process from where to find your ideal position (over 70% of vacancies are never advertised), plus self analysis to understand who you are, what you're worth and what you've got to offer. It's a technique that is straightforward with a very powerful outcome for any jobseeker. Of course the CV is covered, and mirrors the advice I always give out, too; "You will need several versions of your CV to suit different companies so do not be concerned with how many". Remember: this book is all about making yourself visible to the employing organisation and Haley's common-sense approach should be heeded by everyone when creating your CV.

Practical advice continues through making calls to the organisations you would ideally like to be working for, the importance of interview etiquette and surprisingly, good sections on the psychological, including use of NLP and the importance of body language in "business meetings" (Think of interviews like business meetings, a two-way street). The book also takes the reader through first and second interviews, psychometric testing, the offer process and counter offers, all with the tools and techniques to make you, the jobseeker, the most visible and likely candidate for the job. The "Invisible Candidate" leaves the reader feeling empowered in the job hunting process: it is all about both taking control and being in control throughout the entire process. Sometimes this might mean walking away from a potential opportunity, but at least the decision is firmly in your corner (indeed Haley gives a great insight into how the UK recruitment market works and how organisations deal with the business of employing people; sometimes you know when it's better to walk away!)

This book is not for the jobseeker who wants to carry on applying for vacancies on job boards and the national press, sending the same old "me too" CV with cover note that says not very much at all. This book is for the jobseeker who wants to be proactive in their search; who is not scared of trying new techniques that may very well take you out of your comfort zone; who is looking for a much more professional approach to the whole business of job hunting. The "Invisible Candidate" is more about acquiring life skills primarily for job hunting but ultimately, you will be left with new skills which can be used throughout your professional career.

I particularly liked the quote in the book (of which there are many), which sums up the "Invisible Candidate" and whether, as a project manager, you should grab a copy;


Want a chance to win this book?
Let us know in 100 words or less what was the most frustrating thing you've discovered when trying to find a job, email us and you could be in with a chance of winning.

I am an "Electrical Project Manager" of some 35 years experience. I am somewhat puzzled as to why quite a few Companies ask the agencies to only request candidates with a degree.

I firmly believe there is a lot to be said for experience gained on site and NOT in the classroom. What are your thoughts? - Tony

Tony, thanks for your questions and comments. I 100% agree with you: there is a LOT to be said for experience gained on the job, but think about this situation from the company's point of view for a minute.
 
The company is looking for the best employee for the job and to do this they first draft a job specification. The job specification outlines the key responsibilities that the new employee will carry out should they be successful in getting the job. The job specification is where your experience, gained in your current job and previous career, should be closely matching the criteria.
 
Let's assume that you have greater than 80% of what they've outlined in the job specification. Now let's move on to the personal specification - this is where the company have outlined their requirements in terms of education (there's that degree again!), professional qualifications, specific skills (like project management) and the more personal / soft skills. You may not have the degree, but are you hitting greater than 80% of everything they're looking for in the personal specification?
 
Let's assume again that yes; you're looking like a great candidate who, on paper, looks like you have the necessary career history to back up the demands of the job specification. Equally your professional accreditations combined with project management ability and evidence of strong personal skills make you look like a great fit for the company.
 
But the company are saying "but we can't invite him in for an interview because he doesn't have a degree!" Wrong! The company would make an exception; it's as simple as that.
 
Often using criteria like "must have PRINCE2" or "must have a degree" are used as a means to filter candidates out of the process. It's a useful tactic to employ if you have hundreds of applicants for each vacancy because it's a clear Yes / No, tick in the box activity. It's also easier for some recruitment agents, too, because it's a lazy recruiting method: It means they don't have to look through all the applicants who applied (recruitment software makes it easier to pull out the degree holders over the non degree holders)
 
You might find that having been shortlisted and interviewed for a position, you may still come across the degree barrier. Companies still need to choose the right employee for the job after all the interviews. If you and another applicant are both very close in the running, but the other applicant has the degree, you may lose out at the last hurdle.
 
So what can you do to overcome some of the "must have a degree" objections?
 

• Ensure you're applying for jobs where you know you have at least 80% of what the company is advertising for
• Make sure your CV is top notch; key achievements to blow your competitors (other applicants) out of the water, clearly articulated skills, clear benefits on what you can offer the company and leave the education part on the second page so the reader has to read the important parts of your CV first
• If you don't have a degree, consider some classroom based learning - your professional qualifications. Experience gained on the job coupled with a professional accreditation / certification is such a powerful combination
• Consider new methods of finding a position. Learn to go direct to a company and bypass the usual methods of recruitment agencies. You will be much more in control of the application process and, more importantly, will be better at selling yourself and handling the objections raised about your lack of a degree.
• Coming back to your question: "I firmly believe there is a lot to be said for experience gained on site and NOT in the classroom." I agree and so do most employers, so make sure your experience is just what that employer is looking for

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