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P3O (Portfolio, Programme and Project Offices) Foundation Course

P3O (Portfolio, Programme and Project Offices) Foundation Certification

The P3O provides an overview of the models, services and functions along with their integration with organisations.

The Foundation is an entry-level exam to the P3O certifications. The next accreditation in P3O is the Practitioner level. Successful P3O exam candidates will have the understanding and sufficient knowledge of the guidance of P3O and will be able to interact effectively with or act as well-versed members within the project office.

Aligned with other global practices such as PRINCE2®, MoR® and MSP® which incorporate principles, processes and techniques that facilitate programme and project management with support structures.

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

There are no pre-requisites for this course.

Candidates can achieve this certification by passing the following exam(s).

  •  Portfolio Programme Project Offices® Foundation

The certification exam can be registered and attempted within 3 months of course/module completion at Logitrain training centre on weekdays during normal business hours (excludes public holidays)

P3O course material included.
  • 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

 

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.

  • Members of offices within a P3O model or anyone who needs to understand the terminology and concepts
  • Know facts, terms and concepts relating to the Introduction, the principles of a P3O model and its elements
    • Key PPM definitions:
      • PPM
      • Portfolio, programme and project
      • Portfolio, programme and project management
      • Business as Usual
  • What a P3O is:
    • Definition of P3O
    • The potential elements of a P3O model and their definitions
  • Understand key concepts relating to the Overview, Principles of a P3O model and its elements including the Introduction to P3O
  • Key concepts of a P3O:
  • The objectives of and differences between portfolios, programmes and projects
  • The objectives of and differences between portfolio, programme and project management and how they help to deliver change
  • The organisational context of P3O:
    • The relationship between Business as Usual, change and PPM
    • How the elements of a P3O model align to portfolio, programme and project lifecycles
  • How a P3O provides a decision-enabling/delivery- support model and how each P3O model element helps to deliver change
    • What a P3O is:
      • The relationships between the elements in a P3O model and the organisation
      • The objectives and key functions of each P3O model
    • The governance responsibilities of, and services offered by, a P3O and its links with other aspects of corporate governance
  • Know facts, terms and concepts relating to the business justification for implementing a P3O
    • The ways that a P3O can help an organisation deliver its strategy:
      • The elements of Business change governance support and enablement
      • The terms ‘doing the right programmes and projects’ and ‘doing programmes and projects right’
  • Understand key concepts relating to the justification for implementing a P3O
    • How a 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
  • Typical P3O capabilities and linked outcomes, benefit drivers, and the use of a Benefits Map to show relationships between outputs, capabilities, outcomes and benefits
  • Typical constraints and how they impact on implementation
  • Key Performance Indicators (KPIs):
    • What they are
    • Their purpose
    • How they can be used to measure the success of a P3O
  • KPIs:
    • Typical KPIs to measure the success of a P3O
    • Minimum areas for setting improvement targets
  • Common barriers to P3O implementation and how to overcome them
  • Know facts, terms and concepts relating to selecting the right P3O model and its functions and services
    • The three different functional areas in which the P3O can provide services
    • The different types of offices which a P3O can consist of, specifically permanent or temporary
  • Understand key concepts relating to selecting the right P3O model and its functions and services
    • The different strategic planning or portfolio support functions offered within a P3O
    • The different delivery support functions offered within
    • The different centre of excellence (COE) functions or services offered
    • Typical factors that may affect the design of the model
    • Where a P3O should report in order to add value to an organisation
    • The types of models and how they differ for centralized versus decentralized offices
    • The characteristics and underlying success factors for a model with an organisation portfolio office
    • The characteristics and underlying success factors for a model with hub portfolio offices
    • The characteristics and underlying success factors for a virtual model
    • The characteristics and underlying success factors for a temporary model
    • The reasons for and key considerations of distributed models
    • How and why the emphasis of functions and services offered by the different offices in a model can differ
    • The need to integrate a model with the wider organisational model, the role of the Head in doing so, and the use of embedded resources
    • Independent assurance services and how they can be delivered
    • How governance services align with the wider organisation
    • The role of information assurance and the role
    • Typical non-PPM functions which are sometimes undertaken and why, and the impact
    • The key drivers and other factors which should be considered when sizing
  • Know facts, terms and concepts relating to the processes to implement and re-energise
    • The key activities in the implementation lifecycle for a permanent P3O and their sequence
    • The four sections of a typical Blueprint
  • Understand key concepts relating to implementing and re- energising
    • The need to use a defined process to implement the P3O, typically based on MSP principles
    • The key activities and outputs of the Identify process
    • The key activities and outputs of the Define process
    • The use and typical content of a P3O
    • Which reports are created at portfolio, programme and project level or by transition management and the typical information flows between the model and senior management and the wider organisation
    • The key sources of threats to achieving the Blueprint
    • The key activities and outputs of the Deliver (Deliver Capability/Realise Benefits) and Close processes
    • The implementation lifecycle for a temporary programme or project office:
      • The focused set of stakeholders
      • Organizational context
      • Definition and implementation of a temporary programme or project office
  • The implementation lifecycle for a temporary programme or project office:
    • Running a temporary office through to delivery
    • Treatment of internal resources

The implementation lifecycle for a temporary programme or project office:

  • Closing down a temporary office
  • Recycling
  • Know facts, terms and concepts relating to operating a, including the use of tools and techniques
    • The three ways tools may be used
  • Understand key concepts relating to operating a, including the use of tools and techniques
  • 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
  • Typical critical success factors that will ensure the successful implementation of tools and techniques:
    • Typical critical success factors
    • How to achieve critical success factors
    • How organisational maturity impacts successful implementation
  • Common tools and their functions
  • Typical objectives, uses and benefits of techniques:
    • Portfolio prioritization and optimization
    • Complexity modelling
  • Typical objectives, uses and benefits of techniques:
    • Management Dashboards
    • Knowledge Management
  • Typical objectives uses and benefits of techniques:
    • Information Portal
    • Facilitation – workshop techniques
  • Typical objectives uses and benefits of techniques:
    • Skills development and maintenance
    • Business-process swimlanes
  • Typical objectives use and benefits of techniques:
    • Capacity planning for resource management
    • Assurance, gated reviews and health checks
  • Know facts, terms and concepts relating to the roles in a model
    • The three types of roles and whether a specified role is a management, generic or functional role
  • Understand key concepts relating to the roles and responsibilities in a model
    • The skills and competencies needed for staff
    • The purpose, including skills and attributes where stated, of each management role
    • The purpose, including skills and attributes where stated, of each generic role
    • The purpose, including skills and attributes where stated, of each functional role
    • The key responsibilities of each management role
    • The key responsibilities of each generic role
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Logitrain course includes official certification exam fee.
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Take the certification exam within 3 months of course / module completion

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Part-Time and Full-Time courses have the same training delivery duration of two days.
Day 3 in Full-Time course is reserved for mock test and official certification exam.


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