The implementation of a P3O model is a significant business change initiative and should be managed formally to ensure success. This involves treating the implementation as a programme or project, which inherently requires following a recognized methodology (e.g., MSP®, PRINCE2®). A critical success factor for any such change is strong leadership and commitment, which is provided by an appointed P3O Sponsor (or SRO). Furthermore, as with any formal initiative, it is essential to define and manage the budget and associated timescales to ensure the delivery is controlled and achieves its objectives within the agreed-upon constraints. These three elements form the foundation of a well-managed P3O implementation.

4. Use a programme approach to implement a single office P3O staffed by one individual: A programme approach is typically recommended for implementing a full, complex P3O model. For a small, single office, a less complex project approach is often more appropriate and proportionate.

AXELOS. (2013). Portfolio

Programme and Project Offices: P3O. The Stationery Office.

For statements 1 & 3: Chapter 8

Section 8.3

'P3O Implementation Programme/Project Roles'

details the necessity of a P3O Sponsor (SRO) and a Programme/Project Manager

implying the use of a formal methodology.

For statement 2: Chapter 8

Section 8.4.2

'The Business Case'

and Section 8.4.3

'The Blueprint'

discuss the need to define costs

benefits

and timescales as part of the justification and planning for the implementation.

For why statement 4 is incorrect: Chapter 8

Section 8.2.1

'Is it a programme or a project?'

explicitly states

"The implementation of a single office (e.g. a Project Support Office for a specific project) may be run as a project." This shows that a programme approach is not a universal recommendation for all P3O implementations.