Who, as a minimum, should review the resourcing of a Programme Office whilst it is running?

The Programme Manager is the primary 'customer' of the Programme Office, responsible for the successful delivery of the programme's outcomes. The Head of the Programme Office is responsible for managing the office's resources and ensuring it delivers the required support services effectively. Therefore, as a minimum, these two roles must collaborate to review the resourcing of the Programme Office while it is running. This ensures that the support provided remains aligned with the evolving needs of the programme, making the most efficient use of resources. This relationship represents the core service provider (Head of Programme Office) and customer (Programme Manager) dynamic.

A. Head of P3O and P3O Sponsor: These roles provide strategic oversight for the entire P3O model, not the specific operational resourcing of a single, running Programme Office.
C. P3O Sponsor and Portfolio Analyst: The P3O Sponsor is a high-level champion, and a Portfolio Analyst focuses on portfolio-wide data, not the direct management of a specific Programme Office.
D. Head of COE and Programme Specialist: A Head of a Centre of Excellence (COE) is specific to that P3O model, and a Programme Specialist is a resource within the office, not a management role responsible for review.

1. AXELOS. (2013). Portfolio

Programme and Project Offices (P3O). The Stationery Office.

Appendix A

Section A.8 (Programme or Project Manager): This section establishes the Programme Manager as the "customer of the Programme or Project Office"

highlighting their direct interest in the adequacy of the office's services and resources.

Appendix A

Section A.6 (Programme Office Manager): This section outlines the key responsibilities

which include "Managing the resources of the Programme Office" and "Day-to-day management of the Programme Office". This confirms their direct responsibility for the topic in question.

Chapter 4

Section 4.4.2 (Temporary Office Roles): This section describes the typical structure of a temporary office supporting a specific programme

reinforcing the direct reporting and service relationship between the Programme Office Manager and the Programme Manager.