Organisations are under increasing pressure to change, they need to understand their capacity to change; to make sure they select the right changes; and to know how to deliver change in the most efficient and effective way. A P3O® model provides a decision enabling and delivery support structure for all change within an organisation, whether large or small.

This one-day course covers provides an overview of the principles, techniques and structure for a implementing a Portfolio, Programme and Project Office, including a Centre of Excellence. Programmes and projects are selected and prioritised to ensure strategic objectives are being achieved:

  • Ensuring the organisation has the capacity and capability to deliver the selected programmes and projects.
  • Programmes and projects deliver the benefits needed to achieve strategic objectives.
  • Help and guidance is provided for consistent standardised documentation and processes so that the organisation's performance can continually improve. No process can improve unless it is standardised.

Learning Outcomes

At the end of this course you will be able to:

  • Identify the most effective P3O model to adopt to ensure strategic objectives are delivered.
  • Understand the value a P3O can offer an organisation and how it can be measured.
  • Identify the functions and services a P3O would offer.
  • Know the roles and responsibilities needed to effectively deliver a P3O service.
  • Practice a range of strategic analysis and portfolio modelling techniques used within a P3O.
  • Understand the relationship between Strategy, Portfolio, Programme and Project Management.
  • Learn how to implement or re-energise a P3O.
  • Understand the business case for a P3O and how it integrates with the P3M3™ Maturity Model.

Course Outline

The syllabus is based on the TSO publication Portfolio, Programme and Project Offices: P3O

Overview and Principles:

  • Definitions: portfolio, programme, project; P3O-sourced in Glossary; elements of high-level outline P3O model
  • Decision-support role and governance responsibilities of a P3O, including analysing effectiveness thereof
  • Characteristics of a mature P3O and differences between portfolio, programme and project offices

Business Case for a P3O

  • Why invest in a P3O?
  • Elements that support 'doing the right programmes and projects' and those that support 'doing programmes and projects right' and the differences
  • P3O Value Matrix
  • KPIs including their measurement

P3O Models and tailoring

  • Functional areas of a P3O, including skills and competences required
  • Functions and services delivered by a P3O
  • Relationships with other corporate function offices
  • Information Assurance including resource provision by P3O
  • Sizing a P3O, including different model types
  • Impact of maturity on P3O implementation


  • Components of the Permanent P3O model lifecycle
  • Definition stage of the Permanent P3O lifecycle
  • Capability maturity, P3O tools and techniques
  • Blueprint: information flows and reporting requirement
  • Temporary versus permanent P3O model
  • Key areas of focus of a temporary Programme or Project Office

Tool and Techniques

  • Utilisation of tools and standard P3O techniques
  • CSFs for tools and techniques
  • Collaborative Integrated tools; Enterprise tools
  • Objectives and benefits of: Portfolio Prioritisation and Optimisation; Management Dashboards; Knowledge Management; Information Portal; Facilitation - Workshop techniques; Skills Development and Maintenance
  • Knowledge Management techniques
  • Types of facilitated workshops
  • 'Swimlane' models - benefits and use


  • Management and Generic and Functional Based Purpose of P3O roles

P3O® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

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