What you’ll learn
Learning ObjectivesTo prepare candidates with sufficient knowledge and understanding to work as an informed member of a Portfolio, Programme and Project Office. The P3O Guidance provides a set of dynamic and value adding models that help make available support for portfolio, programme and project management. A P3O environment can:
be temporary or permanent;
be physical or virtual; and
can include centralised or de-centralised Portfolio, Programme and Project Offices.
Learning OutcomesMost people recognise the support structure of P3O as a Support Office, Portfolio Office, Centre of Excellence, Enterprise or Corporate Programme Office, Programme Management Office, Project Office, etc. These offices often provide a wide range of support services to programmes and projects, often in the way of training, methodology custodianship, programme and project registration, executive portfolio, programme and project reporting, to name but a few.
The P3O Guidance takes the structures and services of portfolio, programme and project offices and describes then in detail under 22 key headings, further sub divided by portfolio, programme, project and centres of excellence.
The P3O Guidance examines the value proposition of portfolio, programme and project offices and helps organisations make the business case to justify the creation of the P3O’s or the improvements of their existing support offices.
Skills GainedImplementing or re-energising any sort of portfolio, programme or project support office, requires that one is able to articulate the value proposition of these support offices to the various stakeholder groups. The P3O Guidance further assists those designing, implementing and operating their respective portfolio, programme and project offices, in measuring and assessing their respective maturity, as it relates to the use, support and organisational uptake of the services provided by the portfolio, programme and project support office.
Organisations can make use of the P3O Maturity Assessment tool within the P3O Guidance to assess and articulate the manner in which P3O services are currently delivered across the organisation and how they might need to be calibrated, to target specific improvements in portfolio, programme and project management implementation.
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Identify the most effective P3O model to adopt to ensure strategic objectives are delivered
Understand the value a P3O can offer and how it can be measured
Identify the functions and services a P3O would offer and organisation
The roles and responsibilities needed to effectively deliver and operationalise a P3O service
Explore a range of strategic analysis and portfolio modelling techniques used within a P3O
Understand the relationship between strategy, portfolio, programme and project management
How to implement or re-energise a P3O
Understand the business case for a P3O and how it integrates with P3M3 (Portfolio, Programme and Project Management Maturity Model)
P3O Overview and Principles:
P3O definitions – Portfolio, Programme, Project
P3O decision-support role and governance responsibilities
P3O characteristics of a mature P3O and differences between Portfolio, Programme and Project offices
The Business Case for a P3O:
Elements and differences that support doing the right programmes and projects and those that support doing programmes and projects right
P3O value matrix
P3O Key Performance Indicators (KPIs) – including their measurement
Re-Energise or Implement a P3O:
Components of the permanent P3O model lifecycle
Definition stage of the permanent P3O lifecycle
Capability maturity, P3O tools and techniques
Blueprint information flows and reporting requirement
Temporary versus permanent P3O models
Key areas of focus of a temporary Programme or Project Office
Functional areas of a P3O including skills and competences required
Functions and services delivered by a P3O
Relationships with other corporate function offices
Information Assurance including resource provision by P3O
Sizing a P3O including different model types
Impact of maturity on P3O implementation:
Tools and Techniques:
Utilisation of tools and standard P3O techniques
Critical Success Factors (CSFs) for tools and techniques
Individual, collaborative and integrated tools
Objectives and benefits of: portfolio prioritisation and optimisation; management dashboards; knowledge management; information
Roles and Responsibilities:
Participants must have completed DDLS’ Portfolio, Programme and Project Offices (P3O) Foundation course and successfully passed the P3O Foundation exam.
The following would also be an advantage:
Previous or current experience of working within project, programme and portfolio environment
Previous training and development in programme or project management
Currently practising as a programme or project manager
Previous experience working in senior management, leadership or executive role
Industry Association Recognition
Project Management Institute (PMI)®
Australian Institute of Project Management (AIPM)
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