P3O Certification

This certification is a key requirement for the following jobs:

• Project Board members
• Team Managers
• Business Change Analysts
• Project and Programme Office personnel
• Operational line managers/staff

• Know facts, terms and concepts relating to the Introduction, the principles of a P3O® model and its elements
• Know facts, terms and concepts relating to the business justification for implementing a P3O®
• Know facts, terms and concepts relating to selecting the right P3O® model and its functions and services
• Know facts, terms and concepts relating to the processes to implement and re-energize a P3O®
• Know facts, terms and concepts relating to operating a P3O®, including the use of tools and techniques
• Understand key concepts relating to the Overview, Principles of a P3O model and its elements including the Introduction to Programme and Project Office
• Understand key concepts relating to the justification for implementing a P3O
• Be able to identify, analyse and distinguish between appropriate and inappropriate use of key concepts relating to the justification for implementing a P3O within a given scenario
• Understand key concepts relating to the roles and responsibilities in a P3O model

This course is likely to add to the employment related skills of the participants. The skills developed are likely to be used in the course of being an employee or working in a business.

• Key PPM definitions
• What is P3O?
• Key concepts of a P3O
• The organisational context of P3O
• How a P3O provides a decision-enabling/delivery support model and how each P3O model element helps to deliver change
• How P3O can help an organisation deliver its strategy and add value, including its role in supporting and enabling business change governance
• The Best Management Practice principles for extracting value from programme and project management and how a P3O model can help deliver them
• How to recognize stakeholders and the typical requirements of different stakeholders
• The P3O Value Matrix and how it can be used to identify stakeholder needs
• How to recognize the problem to be solved by establishing the P3Oand the analysis of recent issues and reviews
• The use of P3M3 assessments to identify key P3O functions
• The role of the outline Vision Statement and initial Blueprint in defining how the P3O will add value
• The purpose, typical contents and approach to developing the P3O Business Case
• How a P3O can help deliver change and add value to an organisation
• How to get investment for the P3O
• Appropriate approaches to planning the implementation of a P3O as a project or business change programme
• How to demonstrate the value of a P3O
• The value of a P3O has been demonstrated appropriately
• The three different functional areas in which the P3O can provide services
• The different strategic planning or portfolio support functions offered within a P3O
• The different delivery support functions offered within a P3O
• The different center of excellence (COE) functions or services offered within a P3O
• The reasons for and key considerations of distributed models
• Independent P3O assurance services and how they can be delivered
• P3O models
• Functions and services which the P3O model should provide, based on its structure and the maturity of the organisation, including governance, assurance and information assurance functions and how they should integrate with the wider organisation
• Sizing of a P3O for a permanent or temporary office
• P3O structures selected are appropriate
• Whether the P3O functions and services selected are appropriate based on its structure and the maturity of the organisation,
• Whether the resourcing of a P3O model, based on information in a sizing model, is appropriate
• The implementation lifecycle for a temporary programme or project office
• How PPM maturity will impact on the design, planning and delivery of the P3O Model and the P3O Blueprint
• The key areas of focus in the implementation lifecycle for a temporary programme or project office and how these will influence the temporary P3O lifecycle.
• Activities to implement or re-energize a permanent P3O.
• Use of the P3O key implementation outputs, including their content, when they would be produced and updated in the permanent P3O implementation lifecycle and the impact that PPM maturity will have on their design
• The implementation or re-energizing of a permanent P3O has been undertaken appropriately
• The P3O key implementation outputs are fit for purpose
• The activities to implement a temporary programme or project office have been undertaken appropriately
• The three ways tools may be used
• What tools and techniques are, how they can be used and where they can typically be found within an organisation
• Typical benefits of using standard tools and techniques
• Common P3O tools and their functions
• Typical objectives, uses and benefits of P3O techniques
• The factors involved in complexity modelling
• Key questions for selecting and developing a tools requirements document for a PPM solution
• Critical success factors and benefits of using tools and techniques
• Which techniques are appropriate to use including when and how to apply and interpret them?
• Whether the use of tools and techniques is appropriate, with reasons, and whether they have been tailored appropriately
• The three types of P3O roles and whether a specified P3O role is a management, generic or functional role.
• The skills and competencies needed for P3O staff
• The purpose, including skills and attributes where stated, of each P3O management role
• The purpose, including skills and attributes where stated, of each P3O functional role
• The key responsibilities of each P3O management role
• The skills and competencies required to fulfil the roles that provide the different services offered by the functional areas within a P3O model
• To which functional area or office in a P3O model each role might be allocated
• P3O resources, team structure and responsibilities for P3O roles and the P3O office to which they should be appointed
• Resources assigned to P3O roles in a P3O office are suitable and identify the strengths, weaknesses of these appointments as well as the opportunities for optimisation of the roles

PRINCE2® Foundation
P3O® Foundation
MoP® Foundation
BCS PM Foundation
PRINCE2® Foundation & Practitioner