AXELOS - P3O® - Portfolio, Programme and Project Offices - Foundation

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Start and finish Course style

LunchCoffee and breaks

M00 - Course introduction 2/13 | 2/209

The underpinning philosophy, principles, terminology of P3O

The products/artefacts produced by P3O P3O model Implementing or re-energizing a P3O P3O roles, recommended techniquesMain goal Attempt Foundation exam with confidence Communicate freely within P3O,

understanding its principles and philosophySecondary goal Benefits and value of support offices and

P3O


Please share with the class: Your name and surname Your organization Your profession Title, function, job responsibilities

Your familiarity with the PPM Your experience with Project

or Programme support offices Your personal session expectations


Day

1

Module Subject Start End Total Time(in hours)

01 Introduction to support offices and P3O 09:00 13:00 04:00

Lunch 13:00 13:30 00:30

02 P3O principles 13:30 16:30 03:00

Recap Day 1 16:30 17:00 00:30

Total Training Time 08:00


Day

2


Review Day 1 09:00 09:15 00:15

03 P3O model 09:15 13:00 03:45

Lunch 13:00 13:30 00:30

04 Implementing or re-energizing a P3O 13:30 15:45 02:15

05 P3O roles and responsibilities 15:45 16:30 00:45

Recap Day 2 16:30 17:00 00:30



Day

3


Review Day 1 09:00 09:15 00:15

06 P3O tools and techniques 09:15 13:00 03:45

Lunch 13:00 13:30 00:30

Foundation exam 13:30 14:30



Foundation Exam Closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 75 questions, pass mark is 35 (50%) max 70 points, 5 questions of control

1 hour exam No negative points, no “Tricky Questions”

No pre-requisite for Foundation exam Sample, two (official) mock exams are

provided to you

Candidates completing an examination in a language that is not their mother tongue, will receive additional time


Practitioner Exam: Paper based and open book exam Reference to P3O handbook

Handbook is provided for students

3 hour exam 4 questions worth 20 marks each (80

marks), pass mark is 40 (50%) Dictionary/translation lists allowed for non-

native speakers Non-scientific calculator for basic

calculations

Foundation certification is required

Candidates completing an examination in a language that is not their mother tongue, will receive additional time


Syllabus Handbook Page

P3O syllabus section code and title

OV Overview

BC Why Have a P3O?

MO Models and Tailoring

IM Implement and Re-energize

TT How to Operate a P3O (including Tools and Techniques)

RO Roles

Module slide number / total module slides

Slide number / total slides

Module number and name

P3Ohandbook page

P3O syllabus section code


See Appendix #2 for more mind maps from AXELOS Global Best Practice


quizlet.com/42763979/


twitter.com/mirodabrowski

linkedin.com/in/miroslawdabrowskigoogle.com/+miroslawdabrowski

miroslaw_dabrowski

www.miroslawdabrowski.com

Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)

Creator Writer / Translator Trainer / Coach

• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com

• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.

• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050

• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)

• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl

• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language

• English speaking, international, independenttrainer and coach from multiple domains.

• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached

linkedin.com/in/miroslawdabrowski

Agile Coach / Scrum Master PM / IT architect Notable clients

• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach

• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams

experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check

Questionnaire (PHCQ) audit tool

• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget

above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high

security, audit and compliance requirements based on ISO/EIC 27001

• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach

ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/

Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …


1. Introduction to support offices and P3O2. P3O principles3. P3O model4. Implementing or re-energizing a P3O5. P3O roles and responsibilities6. P3O tools and techniques

M01 - Introduction to support offices and P3O 2/34 | 15/209

Context of P3O Sources of Guidance Definitions Portfolio and Portfolio Management Programmes and Programme

Management Projects and Project Management BAU and P3RM P3O CoE

P3O Governance Responsibilities P3O Decision Support Roles


Based on your own experience what is a “Portfolio”?

What is the difference between a Portfolio, Programme and Project?

Why do we need a Portfolio and what are its benefits?


Project Programme Portfolio

A temporary organization, usually existing for a much

shorter time than a programme, which will

deliver one or more outputs in accordance with a specific

business case.A particular project may or

may not be part of a programme.

Whereas programmes deal with outcomes, projects

deal with outputs.

A programme is a temporary, flexible organization created

to coordinate, direct and oversee the implementation of a set of related projects and activities in order to

deliver outcomes and benefits related to the organization’s strategic

objectives.

An organization’s change portfolio is the totality of its

investment (or segment thereof) in the changes required to achieve its

strategic objectives.

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OV0201M01 - Introduction to support offices and P3O 5/34 | 18/209

Project Management Programme Management Portfolio Management

The planning, delegating, monitoring and control of all

aspects of the project, and the motivation of those involved, to achieve the project objectives

within the expected performance targets for time, cost, quality, scope, benefits

and risks.

The action of carrying out the coordinated organization,

direction and implementationof a dossier of projects and transformation activities to

achieve outcomes and realizebenefits of strategic importance

to the business.

A coordinated collection of strategic processes and

decisions that together enable the most effective balance of

organizational change and business as usual (BAU).

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Organisation Portfolio Programme Project

Why Work on missionRealising the

Strategy Steering of resources

Realising vision Reaching of results

Time horizon Eternal Eternal in it'sintention

Reaching of objectives Finite

Decision making Periodically Fixed frequency Management gates Agreed moments Phases / Stages

Is meant to… Effective and efficient process execution

Optimise resources and dependencies

Realise unique objectives /

outcomes / benefits

Realise unique results / outputs /

products

Is ready when… Year has ended Strategy accomplished

Objectives are reached

Results / outputs are ready

Steering on…budget, processes,

procedures and policies

AlignmentMeans

CoherenceVision

Costs (resources), Time, Quality, Risk,

Benefits, Scope

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Definition Example

Output The deliverable, or output developed by a project from a planned activity.

A new just-in-time stock control system Staff training programme Revised process

CapabilityThe completed set of project outputs required to deliver an outcome; exists prior to transition.

The combination of the above outputs ready to ’go live’

OutcomeA new operational state achieved aftertransition of the capability into live operations.

The right materials are available, at the right time, and in the right place

Benefit

The measurable improvement resulting from an outcome perceived as an advantage by one or more of stakeholders, which contributes towards one or more organizational objectives(s).

Fewer stock-outs and consequent interruptions to production

Reduced obsolescent stock and hence lower write-offs

Reduced stock holdings and so less working capital tied up


capability

project

project

project

capability

Corporateobjective

Project life cycle

output

output

output

project

project

output

output

capabilitybenefits

dis-benefits

Outcomes


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6OV0202

Change theBusiness

(transformation)

Strategic ObjectivesManaged Benefits

Managed Programmes and Projects

Portfolio Management Business as Usual

Run the Business

Opportunities, issues, risks… needs

for change

The transition from one state to the other must be actively managed

Changes and Business as Usual may be regarded as separate

activities yet they cannot survive without each other

Increased performance and

efficiency


Ensures that: Changes to Business As Usual (BAU) are: Agreed at the appropriate management level Contributing to at least one strategic objective (long-term thinking)

Strategic decisions are based on understanding of: Cost (direct and operational costs) Risk Constraints/Limitations Impact on BAU Strategic benefits to be realised

Resources and changes are prioritised

Changes are frequently reviewed

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“doing the right things”Is a key focus of the

portfolio office

“doing things right”Is a key focus of Centre of

Excellence functions


Business As Usual is defined as the things done to keep the business operating day to day

By understanding the demands on Business As Usual, its lifecycle and key events, the delivery of change through programmes and projects can be timed and managed to ensure least disruption (and risk?)

An organisation’s range of products and services could be described as Business As Usual (BAU) No matter how valuable or promising the projects and

programmes are, no matter how much benefit they will bring, usually the most important aspect of any business is the continuing income derived from Business As Usual (BAU)


OV0103

Management control

Benefits management

Financial management

Stakeholder engagement

Risk management

Organizational governance

Resource management

Portfoliomanagement

Programmemanagement

Projectmanagement

P3M3

Portfolio, Programme and Project Management Maturity Model (P3M3®)

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It is important for organizations to understand the optimal level of performance in their quest to maximize value for money from investment

To have a realistic view of what they can achieve To gain the maximum benefit from using P3M3,

performance improvement should be seen as along-term process


A decision enabling/delivery support structure

May be a single permanent office, e.g.: Organization Portfolio Office Strategy or Business Planning Unit Centre of Excellence (CoE) / Centre of

Competence (CoC) Enterprise/Corporate Programme Office

OV0102 9, Table 1.2

A P3O model may compromise a linked set of offices e.g.:• Portfolio offices• Programme offices• Project offices• Permanent or temporary mix of central and localised services

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Mature P3O Models provide: Governance Transparency Delivery support Reusability Traceability Reporting Training/Coaching …

OV0102 11

“The P3O model will provide a focal point for defining a balanced portfolio of change and

ensuring consistent delivery of programmes and projects across an organization or department.”

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OrganizationPortfolio Office

(permanent)

Hub Portfolio /Programme Office

(permanent)

Hub Portfolio /Programme Office

(permanent)

Programme Office

for a specificinitiative

(temporary)

Project Office

for a specificinitiative

(temporary)

Centre ofExcellence(may be aseparateunit or a

function orteam within the

portfolio andhub

programmeoffices)

• Standards• Skills/Training• Assurance• Knowledge

management

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OV0202 8, Fig. 1.2M01 - Introduction to support offices and P3O 17/34 | 30/209

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OV0202

Doing the “right” things Doing things “right”


Policy, Vision,Strategy Identify Define

DeliverCapability

Realise Benefits

ClosePost Programme

Business asUsual

Programme Lifecycle

Vision, valuesand Goals

Define deliverystrategy andmeasures of

success (KPIs)

Identifyinitiatives,

programmes andprojects

Prioritize andbuild Portfolio

Deliver andtrack Business

Change

Business asUsual

Portfolio / Business Lifecycle

Portfolio Office Functions and Services

Portfolio Office Portfolio Office

Programme Office (Permanent Hub or Temporary)

MandatePre-Project Start up Initiation

Developmentthrough stage

gatesClose Post - project

Business as Usual

Project Lifecycle

Programme Office (may be a Hub programme office for a division or department or a temporary Programmeoffice where the project is a component of a temporary programme)

Project Office (temporary) or embedded support staff

Cen

tre

of E

xcel

len

ce F

unc

tions

and

Ser

vice

s

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OV0201 10, Fig. 1.3M01 - Introduction to support offices and P3O 19/34 | 32/209

Focus on change Establish structures for

programme/project selection Ensure alignment with strategic

objectives/targets Assess organisational

capability/capacity/maturity Allocate appropriate resources to

programmes/projects Ensure scrutiny and challenge Identify/manage dependencies

between programmes and projects Resolve resourcing conflicts Assist identification of

threats/opportunities and evaluation of aggregate risks

Monitor progress and ensure successful delivery of programmes and projects

Adopt value management Assess organisational

capability/capacity/maturity Ensure portfolio balance to minimise

disruption to BAU Achieve VFM savings and efficiency

gains from programmes and project rationalisation

Link benefits of change to the performance management structure

Ensure investment in R&D activities for long-term organisation survival

OV0102 9M01 - Introduction to support offices and P3O 20/34 | 33/209

Provide support to the Project Manager and Board with Planning Risk management Issue resolution Change management Acts as Information Librarian

For small projects Support may be provided simply by a multi-tasking project support

officer

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A coordinating function for all or part of P3RM ensuring change is delivered consistently and well, through standard processes and competent staff

Supports the improvement of Portfolio, Programme, Project and Risk Management (P3RM) capability across the organization through standards, knowledge management, staff competency, and education and assurance.

It may provide standards, consistency of methods and processes, knowledge management, assurance and training

It may also provide strategic oversight, scrutiny and challenge across an organization’s portfolio of programmes and projects It may be a function within a wider scope of P3O or may be the only function of a P3O

This function provides a focal point for driving the implementation of improvements to increase the organization’s capability and capacity in programme and project delivery

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OV0102 GlossaryM01 - Introduction to support offices and P3O 22/34 | 35/209

Establishing decision enablement rules: Who makes what decisions When and what information is required

Ensuring information is appropriately: Escalated and/or cascaded

Establishing rules for: Levels of plans Dependency tracking

OV0205 12M01 - Introduction to support offices and P3O 23/34 | 36/209

Ensuring competency and skills of: Head of P3O, Programme Managers, Project Managers,

Operational Business Managers

Encouraging achievement of: Consistency, reduced bureaucracy

Comprehensive data for decision making Expertise and competence to advise Management Boards Defined standards for: Information management, methods of working (tailored as

appropriate)

Tools for roll-up of information


www.pmomanifesto.orgM01 - Introduction to support offices and P3O 25/34 | 38/209

PMO Manifesto Traditional

Individuals and Collaboration over Processes and Tools

Enabling Change over Restraining Delivery

Forecasting the Future over Reporting the Past

Striving for Improvement over Accepting the Status Quo

“The PMO will uncover better ways of improving, governing, controlling, and assuring change within an organization, leading

by example and helping others to accomplish it.”

While there is value in the items on the right; we value the items on the left more.www.pmomanifesto.org


Report project status to upper management (83%)

Develop and implement a standard methodology (76%)

Monitor and control of project performance (65%)

Develop competency of personnel, including training (65%)

Implement and operate a project information system (60%)

Provide advise to upper management (60%) Coordinate between projects (59%)

Report on the Survey “The Reality of Project Management Offices”Brian Hobbs


Portfoliomanagement

Portfolio(s) Office

Programmemanagement

Programme(s)Office

Project(s) Office

Projectmanagement

Projectmanagement

Projectmanagement

Man

agem

ent o

f Risk

(M_o

_R)

ITIL

Man

agem

ent o

f Val

ue (M

oV)

RESI

LIA


The Portfolio, Programme, and Project

Management Maturity

Model (P3M3)

ITILMaturity

Model(IMM)

ITILPortfolio, Programme and Project

Offices(P3O)

Management of Value(MoV)

Management of Risk

(M_o_R)

Best practice guides

AXELOS common glossary

PRINCE2Maturity

Model(P2MM)

Models

(MoP)Management of Portfolios

(MSP)Managing Successful Programmes

(PRINCE2)PRojects IN Controlled Environments

Portfolio Office

Programme Office

Project Office

RESILIA


MoP

PRINCE2

M_o_R

MSP

MoV

ITIL

Value for money in the delivery of IT programmes and projects

Improving efficiency in delivery of services

Establish structures for investment selection Provides strategic oversight, scrutiny and

challenge across an organization’s portfolio of programmes and projects

Provide support with Planning, Risk management, Issue resolution, Change management

Assist identification of threats/opportunities and evaluation of aggregate risks

Ensure alignment with strategic objectives/targets

Dependency tracking

Adopt value management Achieve VFM savings and efficiency

gains from programmes and project rationalisation



Run the Business Change the Business BAU P3RM Portfolios/Programme/Project Portfolios/Programme/Project Management P3O Model Mature P3O Model Characteristics Portfolio Office Characteristics Project Office Centre of Excellence (CoE) P3O Governance



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AXELOS - P3O® - Portfolio, Programme and Project Offices - Foundation