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

PRINCE2®,P3O®,MSP®,MoP®,M_o_R®,MoV®,ITIL®,P3M3®areregisteredtrademarksofAXELOSLtd.Theswirllogo™isatrademarkofAXELOSLtd

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 techniques
Main goal
 Attempt Foundation exam with confidence
 Communicate freely within P3O,
understanding its principles and philosophy
Secondary 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

Day1
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

Day2
Total Time
(in hours)
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

Day3
Total Time
(in hours)
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
P3O
handbook 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/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile 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, independent
trainer 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 P3O
2. P3O principles
3. P3O model
4. Implementing or re-energizing a P3O
5. P3O roles and responsibilities
6. 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.
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
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 implementation
of a dossier of projects and
transformation activities to
achieve outcomes and realize
benefits 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).

Organisation Portfolio Programme Project
Why Work on mission
Realising the
Strategy Steering of
resources
Realising vision Reaching of results
Time horizon Eternal
Eternal in it's
intention
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
Alignment
Means
Coherence
Vision
Costs (resources),
Time, Quality, Risk,
Benefits, Scope

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
Capability
The completed set of project outputs
required to deliver an outcome; exists
prior to transition.
 The combination of the above outputs
ready to ’go live’
Outcome
A new operational state achieved after
transition 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
Corporate
objective
Project life cycle
output
output
output
project
project
output
output
capability
benefits
dis-benefits
Outcomes

6OV0202
Change the
Business
(transformation)
Strategic Objectives
Managed 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
“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
Portfolio
management
Programme
management
Project
management
P3M3
Portfolio, Programme and Project Management Maturity Model (P3M3®)

 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 a
long-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

 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.”

Organization
Portfolio Office
(permanent)
Hub Portfolio /
Programme Office
(permanent)
Hub Portfolio /
Programme Office
(permanent)
Programme
Office
for a specific
initiative
(temporary)
Project
Office
for a specific
initiative
(temporary)
Centre of
Excellence
(may be a
separate
unit or a
function or
team within the
portfolio and
hub
programme
offices)
• Standards
• Skills/Training
• Assurance
• Knowledge
management
OV0202 8, Fig. 1.2M01 - Introduction to support offices and P3O 17/34 | 30/209

OV0202
Doing the “right” things Doing things “right”

Policy, Vision,
Strategy Identify Define
Deliver
Capability
Realise Benefits
Close
Post Programme
Business as
Usual
Programme Lifecycle
Vision, values
and Goals
Define delivery
strategy and
measures of
success (KPIs)
Identify
initiatives,
programmes and
projects
Prioritize and
build Portfolio
Deliver and
track Business
Change
Business as
Usual
Portfolio / Business Lifecycle
Portfolio Office Functions and Services
Portfolio Office Portfolio Office
Programme Office (Permanent Hub or Temporary)
Mandate
Pre-Project Start up Initiation
Development
through stage
gates
Close Post - project
Business as Usual
Project Lifecycle
Programme Office (may be a Hub programme office for a division or department or a temporary Programme
office where the project is a component of a temporary programme)
Project Office (temporary) or embedded support staff
CentreofExcellenceFunctionsandServices
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

 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
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.org

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

Portfolio
management
Portfolio(s)
Office
Programme
management
Programme(s)
Office
Project(s)
Office
Project
management
Project
management
Project
management
ManagementofRisk(M_o_R)
ITIL
ManagementofValue(MoV)
RESILIA

The Portfolio,
Programme,
and Project
Management
Maturity
Model
(P3M3)
ITIL
Maturity
Model
(IMM)
ITILPortfolio,
Programme
and Project
Offices
(P3O)
Management
of Value
(MoV)
Management
of Risk
(M_o_R)
Best practice guides
AXELOS common glossary
PRINCE2
Maturity
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

I hope you enjoyed
this presentation. If so,
please like, share and
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below.
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AXELOS - P3O® - Portfolio, Programme and Project Offices - Foundation