AXELOS - MoP® - Management of Portfolios - Foundation

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Start and finish Course style

LunchCoffee and breaks

M00 - Course introduction 2/13 | 2/240

MoP Portfolio Definition and Delivery Cycles The key functions and services of a MoP The differences between Portfolio,

Programme and Project Management Roles and responsibilities of MoP roles The MoP model and its component MoP documentationMain goal Attempt Foundation exam with confidence Begin to apply MoP, tailoring it to your own

organisational needsSecondary goal Benefits and value of portfolio management and MoP


Please share with the class: Your name and surname Your organization Your profession

Title, function, job responsibilities Your experience with the project or

programme management Your experience with PMO/Support

offices Your experience with Portfolio

Management Your personal session expectations


Day

1

Module Subject Start End Total Time(in hours)

01 Introduction to portfolio management and MoP 09:00 11:00 02:00

02 Implement sustain and measure 11:00 13:00 02:00

Lunch 13:00 13:30 00:30

03 Strategic and organizational context 13:30 16:30 03:00

Recap Day 1 (including sample exam questions) 16:30 17:00 00:30

Total Training Time 08:00


Day

2


Review Day 1 09:00 09:15 00:15

04 Portfolio management principles 09:15 10:00 00:45

05 Portfolio definition cycle 10:00 13:00 03:00

Lunch 13:00 13:30 00:30

06 Portfolio delivery cycle 13:30 16:30 03:00

Recap Day 2 (including sample exam questions) 16:30 17:00 00:30



Day

3


Review Day 2 09:00 09:15 00:15

07 Roles 09:15 11:15 02:00

08 Portfolio documentation 11:45 13:00 01:15

Lunch 13:00 13:30 00:30

Foundation exam 13:30 14:30



Foundation Exam: Paper based and closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 50 questions, pass mark is 25 (50%) 40 minutes exam No negative points, no “Tricky Questions”

No pre-requisite for Foundation exam Sample, one (official) mock exam is

provided to you

Candidates completing an examination in a language that is not their mother tongue, will receive additional time


Practitioner Exam: Paper based and open book exam

Reference to MoP handbook

Handbook is provided for students 2.5 hour exam 4 x 20 mark questions = 40 question

items/lines Dictionary/translation lists allowed for non-

native speakers Non-scientific calculator for basic

calculations Pass mark – 50% / 40 marks

Foundation certification is required

Candidates completing an examination in a language that is not their mother tongue, will receive additional time


MoP syllabus section code and title

OV Overview

IS Implement, sustain and measure

SO Strategic and organizational context

PP Portfolio management principles

DF Portfolio definition cycle

DL Portfolio delivery cycle

RD Roles and documentation

Syllabus Handbook Page

Module slide number / total module slides

Slide number / total slides

Module number and name

MoPhandbook page

MoP syllabus section code

MoP is defined in the Management of Portfolios handbook:• 1st edition, 2011• ISBN-13: 978-0113312948


See Appendix #2 for more mind maps from AXELOS Global Best Practice


quizlet.com/42710339/


twitter.com/mirodabrowski

linkedin.com/in/miroslawdabrowskigoogle.com/+miroslawdabrowski

miroslaw_dabrowski

www.miroslawdabrowski.com

Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)

Creator Writer / Translator Trainer / Coach

• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com

• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.

• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050

• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)

• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl

• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language

• English speaking, international, independenttrainer and coach from multiple domains.

• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached

linkedin.com/in/miroslawdabrowski

Agile Coach / Scrum Master PM / IT architect Notable clients

• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach

• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams

experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check

Questionnaire (PHCQ) audit tool

• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget

above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high

security, audit and compliance requirements based on ISO/EIC 27001

• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach

ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/

Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …


1. Introduction to portfolio management and MoP2. Implement sustain and measure3. Strategic and organizational context4. Portfolio management principles5. Portfolio definition cycle6. Portfolio delivery cycle7. Roles8. Portfolio documentation

M01 - Introduction to portfolio management and MoP 2/23 | 15/240

Based on your own experience what is a “Portfolio”?

What is the difference between a Portfolio, Programme and Project?

Why do we need a Portfolio and what are its benefits?


Change theBusiness

(transformation)

Strategic ObjectivesManaged Benefits

Managed Programmes and Projects

Portfolio Management Business as Usual

Run the Business

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Opportunities, issues, risks… needs

for change

The transition from one state to the other must be actively managed

Changes and Business as Usual may be regarded as separate

activities yet they cannot survive without each other

Increased performance and

efficiency


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Project Programme Portfolio

A temporary organization, usually existing for a much

shorter time than a programme, which will

deliver one or more outputsin accordance with a specific

business case.A particular project may or

may not be part of a programme.

Whereas programmes deal with outcomes, projects

deal with outputs.

A programme is a temporary, flexible organization created

to coordinate, direct and oversee the implementation of a set of related projects and activities in order to

deliver outcomes and benefits related to the organization’s strategic

objectives.

An organization’s change portfolio is the totality of its

investment (or segment thereof) in the changes required to achieve its strategic objectives.

2.3OV0201M01 - Introduction to portfolio management and MoP 5/23 | 18/240

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Project Management Programme Management Portfolio Management

The planning, delegating, monitoring and control of all

aspects of the project, and the motivation of those involved, to achieve the project objectives

within the expected performance targets for time, cost, quality, scope, benefits

and risks.

The action of carrying out the coordinated organization,

direction and implementationof a dossier of projects and transformation activities to

achieve outcomes and realizebenefits of strategic importance

to the business.

A coordinated collection of strategic processes and

decisions that together enable the most effective balance of

organizational change and business as usual (BAU).

2.3OV0101; 0201M01 - Introduction to portfolio management and MoP 6/23 | 19/240

Organisation Portfolio Programme Project

Why Work on missionRealising the

Strategy Steering of resources

Realising vision Reaching of results

Time horizon Eternal Eternal in it'sintention

Reaching of objectives Finite

Decision making Periodically Fixed frequency Management gates Agreed moments Phases / Stages

Is meant to… Effective and efficient process execution

Optimise resources and dependencies

Realise unique objectives /

outcomes / benefits

Realise unique results / outputs /

products

Is ready when… Year has ended Strategy accomplished

Objectives are reached

Results / outputs are ready

Steering on…budget, processes,

procedures and policies

AlignmentMeans

CoherenceVision

Costs (resources), Time, Quality, Risk,

Benefits, Scope

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OV0201M01 - Introduction to portfolio management and MoP 7/23 | 20/240

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Fig 2.1/2.4.1OV0102

Senior management must publicly champion and positively communicate the

value of portfolio management whilst participating actively in the processes.

A clearly defined escalation and decision making structure must exist that

integrates with the existing corporate decision making processes.

The portfolio must contain investments that contribute

towards the achievement of the organizations strategic objectives.

Reporting to board level, a portfolio office function must exist containing PPM

professionals that provide standards, analysis and enhanced collaborative working across departments such as

finance and operations.

The organization has created a culture where people are motivated and striving to do things better, they

believe in the organization's goals and feel part of one team.


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Doing the “right” things Doing things “right”

2.4.2/Fig 0.1OV0103; 0104M01 - Introduction to portfolio management and MoP 9/23 | 22/240

Definition Example

Output The deliverable, or output developed by a project from a planned activity.

A new just-in-time stock control system Staff training programme Revised process

CapabilityThe completed set of project outputs required to deliver an outcome; exists prior to transition.

The combination of the above outputs ready to ’go live’

OutcomeA new operational state achieved aftertransition of the capability into live operations.

The right materials are available, at the right time, and in the right place

Benefit

The measurable improvement resulting from an outcome perceived as an advantage by one or more of stakeholders, which contributes towards one or more organizational objectives(s).

Fewer stock-outs and consequent interruptions to production

Reduced obsolescent stock and hence lower write-offs

Reduced stock holdings and so less working capital tied up

OV0201 2.3M01 - Introduction to portfolio management and MoP 10/23 | 23/240

capability

project

project

project

capability

Corporateobjective

Project life cycle

output

output

output

project

project

output

output

capabilitybenefits

dis-benefits

Outcomes


Side-effects and consequences

Corporateobjectives

realize further

also cause

Projectoutputs

Organizationalchanges

Dis-benefits

enable

realize

helps achieveone or more

Outcomes

Benefits

trigger

Result in

Capabilities

build

enable

Measurable improvement

arising from an outcome perceived as an advantage by

one or more stakeholders and

contributes to one or more

organisational objectives

Measurable decline resulting from an outcome

perceived as negative by one or more stakeholders

which reduces one or more

organizational objectives

Tangible or intangibleartefact produced,

constructed or created as a result of a planned

activity

Completed set of project outputs required to deliver an

outcome - exists prior to transition

Result of change, normally affecting

real-world behaviour or circumstances

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The MoP guidance is not a one size fits all solution “adopt and adapt principle”

The principles and practices should be adapted in light of factors including: Organizational culture Governance structure Strategic objectives Scale of investment Maturity in PPM Organizational track record in terms of successful delivery and benefits

realization Existing strategic planning Financial and risk management processes …

OV0202 6

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Savings are possible from improved coordination, integration and streamlining of existing functions and processes

IT solutions are not a necessary requirement Sophisticated approaches are not always superior to simpler, ‘lite’

techniques Portfolio management can be implemented in a staged or phased

manner


1. The change initiatives that are being delivered (and those in the development pipeline) represent the optimum allocation of resources in the context of the organization’s strategic objectives, available resources, and risk or achievability

2. The portfolio is sufficient to achieve the desired contribution to strategic objectives

3. All initiatives are necessary to achieve the desired contribution to strategic objectives

4. The selected change initiatives are deliveredeffectively and cost efficiently

5. All the potential benefits are realized


1. More of the ‘right’ programmes and projects being undertaken in terms of: greater financial benefits and measurable contribution to strategic objectives

2. Removal of redundant and duplicate initiatives3. More effective implementation of programmes and projects via

management of the project development pipeline, dependencies, and constraints (including resources, skills, infrastructure, change appetite, etc.) and redirecting resources when programmes and projects do not deliver or are no longer making a sufficient strategic contribution

4. More efficient resource utilization5. Greater benefits realization via active approaches to

exploitation of the capacity and capability created acrossthe organization, capturing and disseminating lessons learnt


6. Enhanced transparency, accountability and corporate governance -and assurance on consistent and competent programme and project management

7. Improved engagement and communication between relevant stakeholders in communicating strategic objectives, and the means by which they will be achieved

8. Improved awareness of aggregated risks9. The benefits from senior managers engaging in debate on the

contents of the portfolio10. Improved cross-organizational collaboration in

pursuit of shared goals


Portfoliomanagement

Portfolio(s) Office

Programmemanagement

Programme(s)Office

Project(s) Office

Projectmanagement

Projectmanagement

Projectmanagement

Man

agem

ent o

f Risk

(M_o

_R)

ITIL

Man

agem

ent o

f Val

ue (M

oV)

RESI

LIA


13

The Portfolio, Programme, and Project

Management Maturity

Model (P3M3)

ITILMaturity

Model(IMM)

ITILPortfolio, Programme and Project

Offices(P3O)

Management of Value(MoV)

Management of Risk

(M_o_R)

Best practice guides

AXELOS common glossary

PRINCE2Maturity

Model(P2MM)

Models

(MoP)Management of Portfolios

(MSP)Managing Successful Programmes

(PRINCE2)PRojects IN Controlled Environments

Portfolio Office

Programme Office

Project Office

RESILIA


P3O

PRINCE2

M_o_R

MSP

MoV

ITIL

Value for money in the delivery of IT programmes and projects

Improving efficiency in delivery of services

Support offices that can provide the resources and support for MoP

Aligns projects with organization strategy

Articulate an organisation’s MoP value priorities informs developing strategy

Complements by adding value better exploit opportunities reducing risk by clarity of definitions

Aligns programmes with organization strategy Enhances the methods available under MSP to

add value

Focus on functions Informs project brief Enable option selection Generate innovative alternatives




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AXELOS - MoP® - Management of Portfolios - Foundation

Education