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.

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

15. PMO related Certification – P3OPMO related Certification – P3O
CertificationCertification

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

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Thanks!Thanks!