P30

What is P30

• Enables individuals and organisations to successfully establish, develop and maintain appropriate business support structures.

• Informs senior management on: strategic alignment, prioritisation, risk management, optimisation of resource.

• Aids successful delivery of business objectives: (portfolio management)

• Identification and realisation of business outcomes and benefits via programmes.

• Successful delivery of project outputs that enable benefits within time, cost and quality restraints.

Levels of Examination

Foundation – Available

Practitioner – Available

P30 Foundation Exam• Multiple choice • 50 multiple choice questions • 60% pass rate• 40 minutes duration • Closed book

P30 Practitioner Exam• 7 questions • 70 marks available• 50% mark pass rate – 35 marks total• 2.25 hrs. time length• Open book

Target Audience

Support offices may go by many names including Portfolio Office, Centre of Excellence, Enterprise or Corporate Programme Office.

The course would be of benefit to those aspiring to manage or direct support office capability. 

Individuals newly-appointed to leading portfolio, programme or project office roles or those wishing to gain formal qualifications after a period of support office experience.

Course Contents

• Overview of Method• Project Management Concepts• Programme Management Concepts• Portfolio Management Concepts• P30 Overview• P30 Maturity• Why have a P30• P30 Models• P30 Roles• Tools Techniques and Functions• Models and Tailoring• Implement and Re-Energise• Tools and Techniques

Market

• First published 2008• First course 2009• CUPE pass rate -100%• Exams to date approx. 1000, (700 were CUPE)• Market interest increasing

  FOUNDATION     PRACTITIONER

  2010 2011 +/- 2010 2011 +/-

Q1 JAN – MAR 303 464 +53.1% 77 194 +152%

Q2 APR – JUN 339 108  

Q3 JUL – SEPT 203     112    

Q4 OCT – DEC 355 179  

Benefits to organisation

• Extensive practice in using P3O® techniques.• Provide preparation for the Practitioner examination by

working on sample papers and an extensive case study.  

• Closer strategic alignment of projects and programmes to the organisation objectives.

• Cost reduction from stopping or not starting initiatives that don’t contribute to sufficient benefits.

• A reduction in the number of projects that absorb resources – those that are terminated prior to delivery.

• A reduction in project and change activity that is a duplication of effort or is running at cross purposes.