Introduction to P3O®
- Project management, program management, portfolio management. Definitions. Differences.
- Background. Corporate strategy. Portfolio, program and project lifecycles.
- The supporting role of the P3O®.
Storyboarding workshops
Discussions on the supporting role of the P3O®.
Why have a P3O®?
- Opportunities and purposes of a P3O®. The value created by a P3O® in an organization.
- The value matrix. Measuring the success of projects and programs, according to P3O®.
Example
Examples of relevant indicators for measuring success.
What is a P3O® model?
- Organizational models. Permanent, temporary, virtual office. What to do for small organizations.
- Functional areas.
- Supported functions and services. Choosing and integrating an organizational model.
- Good accountability practices for each model. Model maturity and evolution.
Exercise
Decide on the appropriateness of a model based on an organization’s background and goals.
Roles of P3O®
- Skills required of P3O® management and portfolio management team.
- Recruiting office members.
- Cross-cutting functional roles and specific management roles.
Group discussion
In a given situation, identify the best possible distribution of roles.
P3O® tools and techniques
- How to use the tools.
- Key strategic benefits and success factors in implementing tools.
- Adapting the tools to different levels.
- Organization. Information portals and workshops. Human resources management.
Case study
Choosing appropriate tools.
P3O®: Implementation
- Defining the vision. Identify stakeholders.
- Defining the plan (Blueprint): processes, organizing decisions, tools, information flow.
- Managing risks. The "temporary office" lifecycle.
Group discussion
Define the content of Blueprint.
Taking the exam
- Summary of important points. Preparing for the exam. Questions.
Exam
Taking the official P3O® Foundation exam.
3d
- 21h00 
