What Organisations use P3O®?

Company: BT Group plc - BT Design

Sector: Telecommunications

BT is the largest British telecommunications provider, with 18 million customers and an annual revenue of £24.062 billion (2016). Its internal division, called ‘BT Design’, utilised the P3O® framework to create a centre of excellence during a period of significant operational change, as the company responded to the technological demands of the 21st century.

 

The development of a portfolio, programme, and project office as a singular entity, enabled BT Design to make strategic decisions based upon seniority of project management roles and upon statistical evidence provided by the P3O® analyst.

 

Given the multifaceted nature of the portfolio, BT Design was keen to create a repeatable and applicable project management standard that could be utilised across the division. Hence, the P3O® method was tailored to fit the organisation’s business objectives and corporate management set-up, whilst ensuring that the framework was simple, streamlined, and understandable by all regardless of project management experience.

 

BT Design faced a common operational change issue, regarding resistance and reluctance to altering activities, functions, and business norms that have been in operation for a lengthy period of time, and are still in effect during the transformation. However, the ability to link programmes and projects at a higher managerial and ‘big picture’ view, without being bureaucratic, was one of the key P3O® elements that attracted BT Design to the method.

 

Company: Skipton Building Society

Sector: Banking

Skipton Building Society is the UK’s fourth largest bank, with assets exceeding £14 billion. Skipton struggled, along with most British banks, to respond to the the financial crash of 2008. Hence, a portfolio office was created in order to prioritise 80 projects that were necessary and of ‘business value’ - ensuring that business decisions were made with a consideration for the ‘bigger picture’ and that projects followed a standardised method.

 

The biggest challenge for Skipton was ensuring that transformational change did not impinge upon or hinder ‘business as usual’ operations - which is why an overarching and, in effect, omniscient portfolio office aligned with the organisation’s objective. The organisation’s size - exceeding 1000 staff - meant that the delivery and execution of the standardised framework had to be simple, versatile, and easy to understand - which upon reflection they attained due to using tools that directly supported the governance process and pre-existing techniques.

 

Company: Tameside Council, Ashton-Under-Lyne, Greater Manchester

Sector: Council and Government

The Tameside Council fully embraced the P3O® guidance to create a platform for transformational change that could conjoin principles, processes, and techniques in accordance with the organisation's change objectives. Tameside, despite being one of the initial P3O® pilots, discovered that the method could help them establish and utilise the best-practice portfolio management methods, whilst solidifying a structure of accountability.

 

The council experienced an elevated project portfolio management, in terms of operational capacity, productivity, resource management, and effectiveness, as a result of adhering to the P3O® guidance. 

 

Head on over to our P3O® Jobs section and our P3O® Sector section to find out what sectors and jobs are open to you with a P3O® qualification. 

cross

OUR BIGGEST SPRING SALE!

Special Discounts

red-starWHO WILL BE FUNDING THE COURSE?

close

close

Thank you for your enquiry!

One of our training experts will be in touch shortly to go over your training requirements.

close

close

Press esc to close

close close

Back to course information

Thank you for your enquiry!

One of our training experts will be in touch shortly to go overy your training requirements.

close close

Thank you for your enquiry!

One of our training experts will be in touch shortly to go over your training requirements.