Personally designed (content + graphics design), officially accredited MoP® Foundation courseware. MoP® (Management of Portfolios) is part of the AXELOS Global Best Practice Guidance. Trademarks are properties of the holders, who are not affiliated with courseware author.

1. PRINCE2®,P3O®,MSP®,MoP®,M_o_R®,MoV®,ITIL®,P3M3®areregisteredtrademarksofAXELOSLtd.Theswirllogo™isatrademarkofAXELOSLtd

2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/13 | 2/240

3.  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 documentation
Main goal
 Attempt Foundation exam with confidence
 Begin to apply MoP, tailoring it to your own
organisational needs
Secondary goal
 Benefits and value of portfolio management and MoP
M00 - Course introduction 3/13 | 3/240

4.  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
M00 - Course introduction 4/13 | 4/240

5. Day1
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
M00 - Course introduction 5/13 | 5/240

6. Day2
Module Subject Start End
Total Time
(in hours)
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
Total Training Time 08:00
M00 - Course introduction 6/13 | 6/240

7. Day3
Module Subject Start End
Total Time
(in hours)
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
Total Training Time 04:00
M00 - Course introduction 7/13 | 7/240

8.  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
M00 - Course introduction 8/13 | 8/240

9.  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
M00 - Course introduction 9/13 | 9/240

10. 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
MoP
handbook page
MoP syllabus
section code
MoP is defined in the Management of
Portfolios handbook:
• 1st edition, 2011
• ISBN-13: 978-0113312948
M00 - Course introduction 10/13 | 10/240

11. See Appendix #2 for more mind maps from AXELOS Global Best Practice
M00 - Course introduction 11/13 | 11/240

12. quizlet.com/42710339/
M00 - Course introduction 12/13 | 12/240

13. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile 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, independent
trainer 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 …
M00 - Course introduction 13/13 | 13/240

15. 1. Introduction to portfolio management and MoP
2. Implement sustain and measure
3. Strategic and organizational context
4. Portfolio management principles
5. Portfolio definition cycle
6. Portfolio delivery cycle
7. Roles
8. Portfolio documentation
M01 - Introduction to portfolio management and MoP 2/23 | 15/240

16.  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?
M01 - Introduction to portfolio management and MoP 3/23 | 16/240

17. Change the
Business
(transformation)
Strategic Objectives
Managed Benefits
Managed Programmes and Projects
Portfolio Management Business as Usual
Run the
Business
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
6
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
M01 - Introduction to portfolio management and MoP 4/23 | 17/240

18. ©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Project Programme Portfolio
A temporary organization,
usually existing for a much
shorter time than a
programme, which will
deliver one or more outputs
in 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

19. ©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
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 implementation
of a dossier of projects and
transformation activities to
achieve outcomes and realize
benefits 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

20. Organisation Portfolio Programme Project
Why Work on mission
Realising the
Strategy Steering of
resources
Realising vision Reaching of results
Time horizon Eternal
Eternal in it's
intention
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
Alignment
Means
Coherence
Vision
Costs (resources),
Time, Quality, Risk,
Benefits, Scope
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
OV0201M01 - Introduction to portfolio management and MoP 7/23 | 20/240

21. ©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
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.
M01 - Introduction to portfolio management and MoP 8/23 | 21/240

22. ©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
Doing the “right” things Doing things “right”
2.4.2/Fig 0.1OV0103; 0104M01 - Introduction to portfolio management and MoP 9/23 | 22/240

23. 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
Capability
The completed set of project outputs
required to deliver an outcome; exists
prior to transition.
 The combination of the above outputs
ready to ’go live’
Outcome
A new operational state achieved after
transition 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

24. capability
project
project
project
capability
Corporate
objective
Project life cycle
output
output
output
project
project
output
output
capability
benefits
dis-benefits
Outcomes
M01 - Introduction to portfolio management and MoP 11/23 | 24/240

25. Side-effects and
consequences
Corporate
objectives
realize
further
also cause
Project
outputs
Organizational
changes
Dis-benefits
enable
realize
helps achieve
one 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 intangible
artefact 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
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
M01 - Introduction to portfolio management and MoP 12/23 | 25/240

26.  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
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
M01 - Introduction to portfolio management and MoP 13/23 | 26/240

27.  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
OV0202 2.2M01 - Introduction to portfolio management and MoP 14/23 | 27/240

28. 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 delivered
effectively and cost efficiently
5. All the potential benefits are realized
OV0203 2.2M01 - Introduction to portfolio management and MoP 15/23 | 28/240

29. 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 initiatives
3. 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 utilization
5. Greater benefits realization via active approaches to
exploitation of the capacity and capability created across
the organization, capturing and disseminating lessons learnt
OV0203 2.5M01 - Introduction to portfolio management and MoP 16/23 | 29/240

30. 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 risks
9. The benefits from senior managers engaging in debate on the
contents of the portfolio
10. Improved cross-organizational collaboration in
pursuit of shared goals
OV0203 2.5M01 - Introduction to portfolio management and MoP 17/23 | 30/240

31. Portfolio
management
Portfolio(s)
Office
Programme
management
Programme(s)
Office
Project(s)
Office
Project
management
Project
management
Project
management
ManagementofRisk(M_o_R)
ITIL
ManagementofValue(MoV)
RESILIA
M01 - Introduction to portfolio management and MoP 18/23 | 31/240

32. 13
The Portfolio,
Programme,
and Project
Management
Maturity
Model
(P3M3)
ITIL
Maturity
Model
(IMM)
ITILPortfolio,
Programme
and Project
Offices
(P3O)
Management
of Value
(MoV)
Management
of Risk
(M_o_R)
Best practice guides
AXELOS common glossary
PRINCE2
Maturity
Model
(P2MM)
Models
(MoP)
Management of Portfolios
(MSP)
Managing Successful Programmes
(PRINCE2)
PRojects IN Controlled Environments
Portfolio
Office
Programme
Office
Project
Office
RESILIA
M01 - Introduction to portfolio management and MoP 19/23 | 32/240

33. 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
M01 - Introduction to portfolio management and MoP 20/23 | 33/240

34. M01 - Introduction to portfolio management and MoP 21/23 | 34/240

35. M01 - Introduction to portfolio management and MoP 22/23 | 35/240

36. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
LinkedIn are also
highly appreciated! 
(your feedback = more free stuff)

MIROSLAWDABROWSKI.COM/downloads