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Successful implementation of change requires good governance as well as good management.  So what’s the difference? This course refers   to   international standard ISO 38500 for Corporate Governance of IT together   with the OGC Best Practice framework for Portfolio, Programme and Project Management to   clarify what good governance of change is, and how it correlates to good management and execution.

The purpose of this course is to identify and investigate what constitutes good governance of change.   Course delegates will gain insight and understanding regarding how to apply good governance, exercise overall control and make the key decisions while also delegating day-to-day management of change to the appropriate programme and project managers.

The result is improved performance in achieving beneficial change within an organisation, and improved effectiveness and efficiency of senior managers’ time.

The course  is aimed  at  Directors and  Senior  Managers   of  public and private enterprises who need to maintain a balance between investing in change  and  business operations,who want   to  make sure that their portfolio of programmes  and  projects  is well balanced, resourced and delivered, and that programme and project managers  are adequately directed and controlled, while empowering them to deliver outcomes.

1. ISO 38500 Corporate Governance of IT

• Examine how ISO 38500 defines governance and understand the distinction between governance and management.

2. The OGC Best Practice Framework

• Analyse how the OGC Best practice guides implement the distinction between governance and management by distinguishing between:
• Directing a Project and Managing a Project (PRINCE2)
• Leading Change and Managing a Programme (MSP)
• Governing a Portfolio and Managing a Portfolio (MoP).

3. Examining the Interaction

• Examine how governance and management are intrinsically linked and inter-dependent.

4. Establishing Good Governance

• The process of defining, planning, preparing, executing and assuring a framework of good governance of change.

5. Establishing Good Management

• Reference to the OGC’s P3O guide to define, plan, prepare, execute and assure a framework of effective portfolio management, programme management and project management.

Availsble inhouse only, contact ALC for more information.

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The P3O model was developed by the OGC (UK Office of Government Commerce) and is from the same stable as PRINCE2^® and MSP^®. It provides the structure, governance, functions and services required for defining a balanced portfolio of change and ensuring consistent delivery of programmes and projects across an organisation or department. It could successfully take many forms, all of which are explored with the P3O guidance – from a single all-encompassing physical office to a complex model made up of a permanent Portfolio Office supported by permanent hubs and temporary Programme/Project Offices.

There is no ‘one size fits all’ approach – in a large government department or large corporate, the P3O model may be the ideal, however, in a small organisation the P3O model may simply be a single individual acting as a multi-tasking P3O officer.

ALC offers a 4-day two module training and certification program comprising the Foundation Certificate (2 days) followed by the Practitioner Certificate (2 days). The Foundation module can be taken on its own.

After attending this P3O training program you will be able to:

• Identify which P3O model is most appropriate to the strategic objectives of your organisation
• Understand and learn to measure the value that a P3O offers to an organisation
• Identify the functions/services of a P3O
• Know the roles and responsibilities associated with a P3O service
• Practice strategic analysis and portfolio modelling techniques used within a P3O
• Understand the relationships between strategy, portfolio, programme and project, and how these different relationships affect management issues
• Learn how to implement or revitalise a P3O
• Understand the P3O business case, and its relationship to the P3M3 Maturity Model

The course is designed for:

• Programme Managers
• Programme Directors
• Business Managers involved in approving/prioritising business change investments
• Project Managers who need to better understand Portfolio/Programmes/Project Office Managers
• Programme/Project Office Managers
• Staff who perform roles within a PMO/P3O structure
• P3O and PMO Consultants
• Individuals who require P3O certification
• Managers who need a structure for working alongside corporate organisational investments (projects and programmes)
• Team members employed within or alongside a support office
• Anybody who needs to understand and apply the principles of portfolio, programme and project support

P3O Foundation (Days 1-2)

This course comprehensively covers concepts, terms and theory and is packed full of real world examples and sample exercises.

1. Agile Project Management Fundamentals

• Setting the scene, value of having a P3O model and the consequences  of not having a P3O, how to create the business case.

2.  What is a P3O Model?

• Overview of models, functions and services, roles and responsibilities and integration into the organisation.

3. How to Implement a P3O Model

• Lifecycle, stages of delivery, delivery, review and lessons learned, closure and benefits review.

4.  How to Operate – Tools and Techniques

• Benefits, critical success factors, tools, techniques and tailoring approaches.

5. Roles and Responsibilities

• Include management and generic roles and functional-based roles.

6. Foundation  Exam

P3O Practitioner (Days 3-4)

This module thoroughly deals with the practical application of P3O and works extensively through case studies. The course finishes with an exam review and then the actual Practitioner exam.