P3O presentation and exam structure

1. P30

2. What is P30
• Enables individuals and organisations to
successfully establish, develop and maintain
appropriate business support structures.
• Informs senior management on: strategic
alignment, prioritisation, risk
management, optimisation of resource.
• Aids successful delivery of business objectives:
(portfolio management)
• Identification and realisation of business outcomes
and benefits via programmes.
• Successful delivery of project outputs that enable
benefits within time, cost and quality restraints.

3. Levels of Examination
Foundation – Available
Practitioner – Available
P30 Foundation Exam
• Multiple choice
• 50 multiple choice questions
• 60% pass rate
• 40 minutes duration
• Closed book
P30 Practitioner Exam
• 7 questions
• 70 marks available
• 50% mark pass rate – 35 marks total
• 2.25 hrs. time length
• Open book

4. Target Audience
Individuals newly-appointed to leading portfolio, programme or project
office roles or those wishing to gain formal qualifications after a period of
support office experience.
Support offices may go by many names
including Portfolio Office, Centre of
Excellence, Enterprise or Corporate
Programme Office.
The course would be of benefit to those
aspiring to manage or direct support office
capability.

5. Course Contents
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Overview of Method
Project Management Concepts
Programme Management Concepts
Portfolio Management Concepts
P30 Overview
P30 Maturity
Why have a P30
P30 Models
P30 Roles
Tools Techniques and Functions
Models and Tailoring
Implement and Re-Energise
Tools and Techniques

6. Market
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First published 2008
First course 2009
CUPE pass rate -100%
Exams to date approx. 1000, (700 were CUPE)
Market interest increasing
2010
2011
+/-
2010
2011
+/-
303
464
+53.1%
77
194
+152%
339
108
203
112
355
179

7. Benefits to organisation
• Extensive practice in using P3O® techniques.
• Provide preparation for the Practitioner examination by
working on sample papers and an extensive case
study.
• Closer strategic alignment of projects and
programmes to the organisation objectives.
• Cost reduction from stopping or not starting initiatives
that don’t contribute to sufficient benefits.
• A reduction in the number of projects that absorb
resources – those that are terminated prior to delivery.
• A reduction in project and change activity that is a
duplication of effort or is running at cross purposes.