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P3O®: Portfolios, Programme and Project Offices Foundation


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P3O®: Portfolios, Programme and Project Offices Foundation


Around the world, there are many organizations in both the public and private sectors, who recognize that their portfolio, programme and project management is best supported through a delivery support office. PRINCE2®, Successful Programmes (MSP®), Management of Portfolio’s (MOP®) and Management of Risk (M_o_R®) all touch on the need to provide adequate support structures. P3O® provides a single source of information for guidance or advice on setting up or running an effective delivery support office. Portfolio, Programme and Project Offices (P3O®) is a Best Management Practice certification that brings together a set of principles, processes, and techniques to facilitate effective portfolio, programme and project management through enablement, challenge, and support structures.


P3O Practitioner is aimed at candidates wanting to take an active role in any of the offices described in the P3O model. While it is particularly suited to candidates fulfilling the management, generic or functional roles described in Appendix A of the P3O guide, it will also be relevant others who see the P3O model as a framework for a career path.


A PRINCE2 Foundation certificate is recommended.


This program will be conducted with interactive lectures, PowerPoint presentation, discussions, and practical exercise.


The purpose of the P3O® 2013 Foundation course, is that the candidate learns the:

• High-level P3O® model and its component offices

• Differences between Portfolio, Programme and Project Management

• Key functions and services of a P3O®

• Reasons for establishing a P3O® model.

• Differences between types of P3O® model and the factors that influence selection of the most appropriate model.

• Processes to implement or re-energize a P3O®

• Tools and techniques used by a P3O®

• Purpose and major responsibilities of the defined roles

The purpose of the Practitioner course is to obtain sufficient knowledge and understanding of the P3O® guidance to design, implement, manage, or work within any component office of a P3O® model. Candidates will have an overall understanding of the elements, roles, functions and tools and techniques deployed in a generalized P3O model. Additional training may be required if the candidate is to take up one of the specialist roles in the P3O organization.

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Module 1: Introduction

• Organizational Context

• What is the purpose of P3O®?

• Definitions

• What are P3O®s?

• Portfolio, programme, and project lifecycles

• Governance and the P3O®

Module 2: What is a P3O®?

• P3O® Models and Functions and Services

• Roles and Responsibilities

• Sizing / Tailoring Guidelines

Module 2: What is a P3O®?

• P3O® Models and Functions and Services

• Roles and Responsibilities

• Sizing / Tailoring Guidelines

Module 3: Why have a P3O®

• Value Proposition and Getting the Investment

• The Identify Stage of the “Implement a P3O®” project.

• Develop the Business Case and Overcome the barriers

Module 4: How to implement or re-energize a P3O®

• Lifecycle of the P3O® project

• Definition, Implementation and Closure

• Post Implementation

• The temporary Support Office

Module 5: Tools & Techniques

• Tools and Techniques

• How to use them

• Benefits of using Standard Tools & Techniques

Michiel Roelof De Boer

Michiel Roelof De Boer

Michiel holds the highest ITIL credential – the ITIL Service Manager (Masters) certification. He is also a certified ITIL Service Manager who teaches Foundation, Practitioners and Service Management. He gained his experience in various local and international companies worldwide where he had executed roles as Manager, Consultant, Project Manager and Instructor as well as having experience in the finance, automation, industry, airlines, logistics, medical and telecommunication sectors. He is experienced in translating business objectives into manageable deliverables, initiating quick wins and creates an environment for continuous improvement. With a management style which is based on coaching and team play, he can effectively communicate with the members of the board as well as employees at various levels of an operation and in many different cultures. Read More

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