P3O.pdf

series
course code: AXELOS-P3OF
PRINCE2®,
P3O®,
MSP®,
MoP®,
M_o_R®,
MoV®,
ITIL®,
P3M3®
are
registered
trademarks
of
AXELOS
Ltd.
The
swirl
logo™
is
a
trademark
of
AXELOS
Ltd
P3O
Foundation course
An accredited
®

Course administration
Start and finish Course style
Lunch
Coffee and breaks
M00 ‐ Course introduction 2/13 | 2/201

Introductions
 Let’s Get to Know Each Other
 Please share with the class:
 Your name and surname
 Your organization
 Your profession (title, function, job responsibilities)
 Your familiarity with the risk management
 Your experience with P3O/Support offices
 Your personal session expectations

Course objectives
 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

Day
1
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
Course agenda - Day 1

Day
2
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

Day
3
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

P3O Foundation certification
 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
Foundation

P3O Practitioner certification
 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
Practitioner

Syllabus Handbook Page
P3O official handbook and examination syllabus
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
P3O is defined in the Portfolio, Programme
and Project Offices handbook:
• 2nd edition, 2013
• ISBN‐13: 978‐0113314225

P3O interactive study guide mind map
See Appendix #2 for more mind maps from AXELOS Global Best Practice

P3O interactive glossary
quizlet.com/42763979/

About course author - Mirosław Dąbrowski
Creator Author / Writer Trainer
• Lead author of more than 25+ accredited
courseware from PRINCE2, MSP, MoP, P3O,
ITIL, M_o_R, MoV, PMP, Scrum, AgilePM,
DSDM, CISSP, CISA, CISM, CRISC, CGEIT etc.
• Creator of heavily popular 50+ interactive
mind maps from PPM and related topics (1+
million views):
mindmeister.com/users/channel/2757050
• Articles and case studies writer for biggest
Polish project management portal: 4PM
www.4pm.pl
• Articles and case studies writer for official
PMI Poland magazine: “Strefa PMI”
pmi.org.pl/index.php/dowiedz‐sie/strefa‐pmi‐
info
• Certified trainer from multiple domains,
officially accredited across 10 vendors
• Over 100+ certifications
• Over 1500+ people trained
• Over 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Brand Ambassador Agile Coach / Coach PM / IT architect
• Official ambassador Poland of ASL BiSL
Foundation (Netherlands). Responsible for
promoting ASL2 and BiSL frameworks
www.aslbislfoundation.org
• Founder and Leader of Ambassador
Programme in OBASHI Ltd. (UK). Responsible
for promoting OBASHI Methodology across
the globe. www.obashi.co.uk
• Agile Change agent for organization moving
towards more agile environment
• C‐level coaching from agile philosophy,
working and management style
• Individual coach for personal development
• Auditing Agile project and teams
• IT architect (InfoSec and JEE domains)
experienced in IT projects with budget above
10 mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects
under high security, audit and compliance
requirements based on ISO/EIC 27001
• Years of experience with Agile
(Scrum/DSDM/AgilePM) projects as a Scrum
Master and Coach
linkedin.com/in/miroslawdabrowski
plus.google.com/u/0/+miroslawdabrowski
Certifications (selected): CISA*, CISM*, CRISC*, CASP, Security+, Project+, Network+, Server+, MoP, MSP, PRINCE2, M_o_R,
MoV, P3O, ITIL, ASL2, BiSL, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM1, DSDM, AgilePM, OCUP Advanced, SCWCD, SCBCD,
SCDJWS, SCMAD, MCT, MCP, MCITP, MCSA, MCSE+S, MCS, MCSA, IQBBA, REQB, CIW Web Design / Web Development / Web
Security Professional, Certified Trainer Apollo 13 ITSM Simulation … (*passed exam, ongoing application)
Mirosław Dąbrowski
(miroslawdabrowski@gmail.com) miroslaw_dabrowski

AXELOS series
Introduction to support
offices and P3O

Agenda
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 2/28 | 15/201

Unit learning objectives
 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?
What is a Portfolio?

Portfolios / Programme / Project
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.
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.
OV0201

Portfolios / Programme / Project Management
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).
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.
OV0201

Portfolios / Programme / Project
Organisation Portfolio Programme Project
Why Work on mission
Realising the
Strategy Steering of
resources
Reaching of
objectives
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
Result is ready
Steering on …
budget, processes,
procedures and
policies
Alignment
Means
Coherence
Vision
Costs (resources),
Time, Quality, Risk,
Benefits, Scope
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.
OV0201

‘Run the Business, Change the Business’
Change the
Business
Strategic Objectives
Managed Benefits
Managed Programmes and Projects
Portfolio Management Business as Usual
Run the Business
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.
6
OV0202

Portfolio Management - Doing the Right Things Right
 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
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.
“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)
Business As Usual (BAU)
OV0103

P3M3 Maturity Model
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®)
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.

Benefits of using 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
OV0103

P3O Model
 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)
 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
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.

 Mature P3O Models provide:
 Governance
 Transparency
 Delivery support
 Reusability
 Traceability
 Training/Coaching
 …
Mature P3O Model characteristics
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.
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.

High-Level Outline P3O Model
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
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.
OV0202 8, Fig. 1.2

The Portfolio Management Cycles
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.
OV0202
Doing the “right” things Doing things “right”

P3O Model Aligned to Lifecycles
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
Centre
of
Excellence
Functions
and
Services
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.
OV0201 10, Fig. 1.3

Portfolio Office characteristics
 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 9

 Provide support to the Project Manager and Board with
 Planning
 Risk management
 Issue resolution
 Change management
 Acta as Information Librarian
 For small projects
 Support may be provided simply by a multi‐tasking project support
officer
Project Office
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.

 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
Centre of Excellence (CoE)
©
AXELOS
Ltd.
2013.
Material
is
reproduced
under
licence
from
AXELOS.
OV0102 Glossary

P3O Governance responsibilities
 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 12

 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
P3O Delivery Support responsibilities

Relationship with other AXELOS Global Best Practices
Portfolio
management
Portfolio(s)
Office
Programme
management
Programme(s)
Office
Project(s)
Office
Project
management
Project
management
Project
management
Management
of
Risk
(M_o_R)
ITIL
Management
of
Value
(MoV)

Relationship with other AXELOS Global Best Practices and Models
The Portfolio,
Programme,
and Project
Management
Maturity
Model
(P3M3®)
ITIL®
Maturity
Model
(IMM)
ITIL®
Portfolio,
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

How P3O fits with other AXELOS Global Best Practice Guides
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

Module review and summary
 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

Q&A

P3O.pdf

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie P3O.pdf

Ähnlich wie P3O.pdf (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

P3O.pdf