Length: 4 Days
Management of Portfolios (MoP) approaches the management of change projects and programmes from a strategic viewpoint.
The purpose of the Foundation certification is to confirm you have sufficient knowledge and understanding to work as an informed member of a Portfolio Office or in a range of portfolio management roles. The Foundation level is also a pre-requisite for the Practitioner certification.
The course on this page is offered by CC Learning, an Accredited Training Organisation of AXELOS Limited.
This course has no prerequisites, however the following would be an advantage:
- Previous or current experience of working within project, programme and portfolio environment
- Previous training and development in programme or project management
- Currently practising as a programme or project manager
- Previous experience working in senior management, leadership or executive role
WHAT YOU’LL LEARN
The MoP® Foundation Certificate Course
The objective of the Foundation course is to enable delegates to understand the key principles and practices in successful Portfolio Management as described in the official OGC MoP Guide.
The course comprises a 2-day balanced blend of presentations, individual activities and discussion sessions. Delegates should also set aside some time for self-study and exercises during the evenings.
Participants are provided with an annotated hard copy of the slides together with any exercises, examples and templates discussed or developed during the workshop, as well as a copy of the official MoP™ Guide and a mock foundation exam paper.
The MoP® Practitioner Certificate Course
The objective of the practitioner course is to develop an in-depth understanding of MoP and how it can be applied in practice. The course builds on the knowledge gained during the Foundation program and improve the delegate’s ability to analyse portfolio data, documents and roles in different business situations. By the end of the course delegates will have a sufficient understanding on how to tailor and apply MoP.
WHO SHOULD ATTEND
Anyone involved in planning, delivering and contributing to, programmes and projects and organisational strategy from inception to delivery. This includes:
- Members of Management Boards and Directors of Change
- Senior Responsible Owners (SROs)
- Portfolio, Programme, Project, Business Change and Benefits Managers
- Business Relationship Managers, Customer Relationship Managers, Service Delivery Managers
- Enterprise Programme Office or Project Support Office managers and officers
- Business Case writers and Project appraisers
- Those in other functions/departments with a role in delivering strategic objectives
- Management Control – this practice is about making sure that progress is on track against the portfolio strategy and delivery plan (typical contents for both are included in the MoP manual). Management control includes the creation of consistent business cases which can demonstrate the strategic contribution of change initiatives.
- Benefits Management – is about identifying and managing the benefits being realised from the portfolio. This includes areas such as benefits categorisation (common approaches are suggested), a portfolio level benefits realisation plan and the arrangements for benefits tracking.
- Financial Management – includes investment criteria and financial metrics, rules to standardise cost forecasting, efficiency savings and limits for reporting variances.
- Risk Management – provides a consistent approach across the portfolio including dependencies. MoP sets out some of the key challenges to dependency management and suggests sample solutions which can be used by the portfolio executives.
- Stakeholder Engagement – this practice provides a co-ordinated approach to stakeholder engagement and communication so that the needs of the portfolio’s customers are identified and managed and stakeholder support for the portfolio is gained by effective consultation and involvement in the definition and delivery of the portfolio. Modern approaches are encouraged – even Twitter gets a mention!
- Organisational Governance – this must include a vision about what the portfolio is designed to achieve, role profiles (in the MoP manual), stage gates and escalation paths with tolerance limits along with regular reviews of the business case and progress. The portfolio office has a key role to play here.
- Resource Management – at some level the amount of resource available to deliver change is restricted. Most organisations have more ambitions than people so the supply and demand has to be balanced and where there are gaps these must be filled by recruitment, external resource or staff development.