The document discusses portfolio management, program management, and project management. It defines each term and explains how a Program, Portfolio, and Organizational Office (P3O) can facilitate successful portfolio, program, and project management (P3M). A P3O provides decision support, standards, oversight, and assurance to deliver the right programs and projects, ensure consistency, and build a competent workforce to effectively execute organizational change. Establishing a P3O with a portfolio office, center of excellence, and temporary program and project offices can increase the chances of successfully delivering strategy and projects on time and on budget.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Personally designed (content + graphics design), officially accredited MSP® Foundation courseware.
MSP® (Managing Successful Programmes) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
APM webinar sponsored by the Northern Ireland Branch on 10 March 2022.
Speakers:
Brendan Harkin, BEng, MICE, DiPEM, MAPM, ChPP
Michael Bradley, MEng
Presentation on the development of a P3O Information Management system for Translink. Includes visual demonstration.
Translink is responsible for planning and delivering a diverse portfolio of programmes and projects to maintain and enhance its bus and rail fleet, railway infrastructure, passenger and engineering facilities and business systems.
Having already established a P3O organisational framework, Translink’s PMO identified the need for a new Information Management system to support integrated portfolio, programme and project management activities and performance to enable business change.
The system also needed to be capable of managing an increasing portfolio of projects and users as well as assuring real time data management and ‘single truth’ for reporting.
Translink’s P3O IM system now supports the management of a portfolio of over 800+ projects and expenditure of £200-£300 million+ per annum.
https://youtu.be/WUHjX9C8RMI
https://www.apm.org.uk/news/p3o-information-management-system-webinar/
Personally designed (content + graphics design), officially accredited MSP® Foundation courseware.
MSP® (Managing Successful Programmes) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
APM webinar sponsored by the Northern Ireland Branch on 10 March 2022.
Speakers:
Brendan Harkin, BEng, MICE, DiPEM, MAPM, ChPP
Michael Bradley, MEng
Presentation on the development of a P3O Information Management system for Translink. Includes visual demonstration.
Translink is responsible for planning and delivering a diverse portfolio of programmes and projects to maintain and enhance its bus and rail fleet, railway infrastructure, passenger and engineering facilities and business systems.
Having already established a P3O organisational framework, Translink’s PMO identified the need for a new Information Management system to support integrated portfolio, programme and project management activities and performance to enable business change.
The system also needed to be capable of managing an increasing portfolio of projects and users as well as assuring real time data management and ‘single truth’ for reporting.
Translink’s P3O IM system now supports the management of a portfolio of over 800+ projects and expenditure of £200-£300 million+ per annum.
https://youtu.be/WUHjX9C8RMI
https://www.apm.org.uk/news/p3o-information-management-system-webinar/
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
The reality is that a paradigm shift is needed to enable the Agile PMO to deliver the correct support and provide an acceptable level of guidance for project managers in a collaborative and co-operative approach.
This will result in the ability to work with the project and business teams to fast track projects through to delivery while ensuring that the components of the triple constraints evolves into a managed agile enterprise project and programme environment.
The Ultimate Guide_ What Does PMO Mean in Business.pdfPMOGlobalInstitute
In today's fast-paced business environment, organizations are constantly striving to streamline their processes, improve project success rates, and ensure strategic alignment. One effective approach that has gained significant popularity is establishing a Project Management Office (PMO). In this comprehensive guide, we will explore what PMO means in a business context, its types, functions, benefits, challenges, and how to establish a successful PMO.
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If you've heard of the agile process, you've probably heard about it's value in developing quality software, Here are steps on how to plan a sprint in Agile.
Understanding the difference between project scope and product scope is important for anyone attempting a PMP exam. This PPT will help you understand the difference with examples.
It is a brief overview presentation on portfolio management. It gives a brief idea of what Portfolio Management is and also specifies the processes as mentioned in OGC's Management of Portfolio and PMI's PfMP.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
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1. How PMOs can facilitate successfulHow PMOs can facilitate successful
P3M?P3M?
2. How PMOs can facilitate successful P3MHow PMOs can facilitate successful P3M
What is Portfolio Management?What is Portfolio Management?
Portfolio management is a coordinated collection of strategic processes andPortfolio management is a coordinated collection of strategic processes and
decisions that together enable the most effective balance of organizationaldecisions that together enable the most effective balance of organizational
change and Business as Usual.change and Business as Usual.
Portfolio management achieves this by ensuring that:Portfolio management achieves this by ensuring that:
Changes to Business as Usual are agreed at the appropriate managementChanges to Business as Usual are agreed at the appropriate management
level and contribute to at least one strategic objectivelevel and contribute to at least one strategic objective
Strategic decisions are made based on a clear understanding of cost, risk,Strategic decisions are made based on a clear understanding of cost, risk,
impact on Business as Usual and the strategic benefits to be realizedimpact on Business as Usual and the strategic benefits to be realized
Resources and changes are prioritized in line with the current environment,Resources and changes are prioritized in line with the current environment,
existing changes, resource capacity and capabilityexisting changes, resource capacity and capability
All changes are reviewed frequently in terms of progress, cost, risk, priority,All changes are reviewed frequently in terms of progress, cost, risk, priority,
benefits and strategic alignment.benefits and strategic alignment.
3. How PMOs can facilitate successful P3MHow PMOs can facilitate successful P3M
What is Programme Management?What is Programme Management?
Programme Management as the action of carrying out the coordinatedProgramme Management as the action of carrying out the coordinated
organization, direction and implementation of a dossier of projects andorganization, direction and implementation of a dossier of projects and
transformation activities (i.e. the programme) to achieve outcomes andtransformation activities (i.e. the programme) to achieve outcomes and
realize benefits that are of strategic importance to the businessrealize benefits that are of strategic importance to the business
What is Project Management?What is Project Management?
A project is also a temporary organization, usually existing for a muchA project is also a temporary organization, usually existing for a much
shorter duration, which will deliver one or more outputs in accordance withshorter duration, which will deliver one or more outputs in accordance with
a specific Business Casea specific Business Case
4. How PMOs can facilitateHow PMOs can facilitate
successful P3M?successful P3M?
Copyright: AXELOS Corporation
5. How PMOs can facilitate successful P3MHow PMOs can facilitate successful P3M
What is P3O?What is P3O?
P3O provides a decision-enabling/delivery-support model forP3O provides a decision-enabling/delivery-support model for
all business change within an organization. This may beall business change within an organization. This may be
provided through a single permanent office, which may existprovided through a single permanent office, which may exist
under several different names, e.g. Portfolio Officeunder several different names, e.g. Portfolio Office
(strategy/organization or business unit focused), Strategy or(strategy/organization or business unit focused), Strategy or
Business Planning Unit, Centre of Excellence, Enterprise orBusiness Planning Unit, Centre of Excellence, Enterprise or
Corporate Programme Office, or be provided through a linkedCorporate Programme Office, or be provided through a linked
set of offices (Portfolio Office, Programme Offices, Projectset of offices (Portfolio Office, Programme Offices, Project
Offices), both permanent and temporary, providing a mix ofOffices), both permanent and temporary, providing a mix of
central and localized servicescentral and localized services
6. How PMOs can facilitate successful P3MHow PMOs can facilitate successful P3M
Why is P3O?Why is P3O?
Doing the Right Programme and ProjectsDoing the Right Programme and Projects
Doing Programme and Project RightDoing Programme and Project Right
7. How PMOs can facilitateHow PMOs can facilitate
successful P3Msuccessful P3M
P3O® - is a trademark of AXELOS
Corporation
8. How PMOs can facilitate successfulHow PMOs can facilitate successful
P3M?P3M?
P3O® - is a trademark of AXELOS
9. How PMOs can facilitate successfulHow PMOs can facilitate successful
P3M?P3M?
P3O® - is a trademark of AXELOS
10. Roadmap for setting up and deliveringRoadmap for setting up and delivering
successful PMOssuccessful PMOs
Portfolio Office –Portfolio Office – A key component of the P3O model is a Portfolio Office whichA key component of the P3O model is a Portfolio Office which
develops a realistic overall picture of the organization’s portfolio, supported bydevelops a realistic overall picture of the organization’s portfolio, supported by
standardised reporting, rolled up into management dashboardsstandardised reporting, rolled up into management dashboards..
Centre of Excellence (CoE) –Centre of Excellence (CoE) – Supports the improvement of Portfolio,Supports the improvement of Portfolio,
Programme, Project and Risk Management (P3RM) capability across theProgramme, Project and Risk Management (P3RM) capability across the
organization through standards,organization through standards,
knowledge management, staff competency, and education and assurance.knowledge management, staff competency, and education and assurance.
Programme and Project Offices –Programme and Project Offices – Temporary offices set up to support specificTemporary offices set up to support specific
programmes or projects, which will be disbanded when delivery is completeprogrammes or projects, which will be disbanded when delivery is complete
11. Roadmap for setting up and deliveringRoadmap for setting up and delivering
successful PMOssuccessful PMOs
P3O modelP3O model can significantly increase an organization’s chances of successfullycan significantly increase an organization’s chances of successfully
delivering its strategy, reducing benefits lost and delivering programmes anddelivering its strategy, reducing benefits lost and delivering programmes and
projects more cost effectivelyprojects more cost effectively::
Maintaining a “big picture” understanding of the business change portfolioMaintaining a “big picture” understanding of the business change portfolio
Providing decision support to ensure the right programmes and projects areProviding decision support to ensure the right programmes and projects are
launchedlaunched
Providing standards and processes to ensure consistency of deliveryProviding standards and processes to ensure consistency of delivery
Providing independent oversight, scrutiny and challenge to ensure things are doneProviding independent oversight, scrutiny and challenge to ensure things are done
well (and right first time more of the time)well (and right first time more of the time)
Providing assurance, coaching and mentoring to build a competent workforceProviding assurance, coaching and mentoring to build a competent workforce
capable of first class programme and project deliverycapable of first class programme and project delivery
Providing a single source of truth reporting function with managementProviding a single source of truth reporting function with management
dashboards to focus decisions and management interventionsdashboards to focus decisions and management interventions
12. Roadmap for setting up and deliveringRoadmap for setting up and delivering
successful PMOssuccessful PMOs
Reducing the likelihood and impact of events that would have a negativeReducing the likelihood and impact of events that would have a negative
consequence; and, (conversely) increasing the likelihood and impact of eventsconsequence; and, (conversely) increasing the likelihood and impact of events
that would have a positive consequencethat would have a positive consequence
Improving organizational accountability, decision-making, transparency andImproving organizational accountability, decision-making, transparency and
visibilityvisibility
Identifying, understanding and managing multiple and cross-cutting risks andIdentifying, understanding and managing multiple and cross-cutting risks and
issuesissues
Protecting revenue and spend, and enhancing value for moneyProtecting revenue and spend, and enhancing value for money
Executing change more effectively and efficiently and improving organizationalExecuting change more effectively and efficiently and improving organizational
programme and project deliveryprogramme and project delivery
Protecting reputation and stakeholder confidenceProtecting reputation and stakeholder confidence
13. Roadmap for setting up and deliveringRoadmap for setting up and delivering
successful PMOssuccessful PMOs
ExecutionExecution
14. Roadmap for setting up and deliveringRoadmap for setting up and delivering
successful PMOssuccessful PMOs
Define P3ODefine P3O
Define the following:Define the following:
TeamTeam
VisionVision
StakeholderStakeholder
BlueprintBlueprint
BenefitsBenefits
RiskRisk
Refine the VisionRefine the Vision
Stakeholder analysis, engagement and Communication PlanningStakeholder analysis, engagement and Communication Planning
Develop the P3O BlueprintDevelop the P3O Blueprint
ProcessesProcesses
OrganizationOrganization
Tools and TechniquesTools and Techniques
Information FlowInformation Flow
Operational Cost and Performance LevelOperational Cost and Performance Level
Refine Business Case, Develop Benefit Profiles and Benefits Management StrategyRefine Business Case, Develop Benefit Profiles and Benefits Management Strategy
Develop Risk Management StrategyDevelop Risk Management Strategy
Transition of P3O in TranchesTransition of P3O in Tranches
Periodic Review and Lessons LearntPeriodic Review and Lessons Learnt
ClosureClosure
Integrate with Business Planning CycleIntegrate with Business Planning Cycle
16. PMO related Certification –PMO related Certification –
P3OP3O
P3O QUALIFICATIONP3O QUALIFICATION
FOUNDATION QUALIFICATIONFOUNDATION QUALIFICATION
Multiple choiceMultiple choice
75 questions - 70 live questions and 5 trial75 questions - 70 live questions and 5 trial
60 minutes60 minutes
50% pass mark - 35 out of 7050% pass mark - 35 out of 70
Closed bookClosed book
PRACTITIONER QUALIFICATIONPRACTITIONER QUALIFICATION
Objective testingObjective testing
4 questions of 20 marks each - 80 marks in total4 questions of 20 marks each - 80 marks in total
150 minutes150 minutes
50% pass mark - 40 out of 8050% pass mark - 40 out of 80
Open book - (only the P3O Guide is allowed)Open book - (only the P3O Guide is allowed)
17. PMO related Certification –PMO related Certification –
P3OP3O
WHO SHOULD ATTENDWHO SHOULD ATTEND
People with prior project and programme management experience or exposure.People with prior project and programme management experience or exposure.
Senior Project and Programme ManagersSenior Project and Programme Managers
Senior Managers in charge of the Programme Management OfficeSenior Managers in charge of the Programme Management Office
Those requiring an understanding of Portfolio Management and the supporting environmentThose requiring an understanding of Portfolio Management and the supporting environment
for successful programmes and projects.for successful programmes and projects.
Managers attempting to provide a structure for prioritisation and control of corporateManagers attempting to provide a structure for prioritisation and control of corporate
organisational investments.organisational investments.
Centres of Excellence management and staff to understand how their role can add more valueCentres of Excellence management and staff to understand how their role can add more value
an organisationan organisation
Project and Programme managers who will be using the services of a support office, or needingProject and Programme managers who will be using the services of a support office, or needing
to setup a temporary office.to setup a temporary office.
Project Managers who wish to understand how to align their projects with strategic objectivesProject Managers who wish to understand how to align their projects with strategic objectives
Business process analysts or engineersBusiness process analysts or engineers
Change managersChange managers
Business strategists needing to ensure strategy is deliveredBusiness strategists needing to ensure strategy is delivered
Decision makers looking to apply structure and rigour to their long-term aimsDecision makers looking to apply structure and rigour to their long-term aims
and objectivesand objectives