Upon successful completion of this program, participants will be able to:

• Design and implement a fit-for-purpose P3 governance framework aligned with organizational strategy.
• Differentiate between the governance needs of projects, programmes, and portfolios.
• Establish clear decision-making authorities and escalation pathways for P3 issues.
• Develop a comprehensive risk management strategy that covers all P3 levels.
• Conduct effective assurance reviews and gate assessments across the lifecycle.
• Implement methods for prioritizing projects based on strategic contribution and risk exposure.
• Apply tools and techniques for aggregating and reporting portfolio-level risk.
• Define the role of the Steering Committee and the Portfolio Management Office (PMO).

• Project and Programme Managers
• Portfolio Managers and Directors
• PMO and EPMO Staff
• Senior Executives and Steering Committee Members
• Business Analysts and Change Managers
• Risk Management Professionals
• Internal Auditors and Assurance Specialists

• **Scenarios:** Evaluating a struggling programme with overlapping projects and redesigning its governance structure to restore strategic alignment.
• **Case Studies:** Analyzing the risk governance failures of a large-scale public infrastructure project and deriving key lessons learned.
• **Group Activities:** Collaborative role-play of a Portfolio Steering Committee meeting, where teams must debate and approve the continuation of three competing projects under budget constraints.
• **Individual Exercises:** Developing a risk register and aggregating the top three risks to create a portfolio-level summary dashboard.
• **Mini-Case Studies:** Quick analysis of a project-level change request and determining the correct governance body for escalation.
• **Syndicate Discussions:** Debating the tension between P3 agility and formal governance bureaucracy.
• **Assurance Report:** Drafting an independent assurance report for an executive gate review.

Unit 1: P3 Governance Frameworks

• The distinction between management and governance in P3 environments.
• Key components of a robust P3 governance model and charter.
• Defining the roles, responsibilities, and accountability matrix (e.g., RACI).
• Establishing effective decision gates and stage-gate reviews.
• Aligning P3 governance with corporate governance requirements.
• Best practices for forming and managing high-performing governance bodies.

Unit 2: Portfolio Governance and Prioritization

• Techniques for strategic portfolio planning and resource allocation.
• Methods for prioritizing investments based on value, risk, and strategic fit.
• Governance processes for portfolio balancing and trade-off decisions.
• Managing dependencies and conflicts across the organizational portfolio.
• Implementing effective portfolio reporting and dashboards for executives.
• The role of the PMO in maintaining portfolio integrity and oversight.

Unit 3: Integrating P3 Risk Management

• Developing a standard risk management strategy for all P3 levels.
• Techniques for project, programme, and portfolio risk identification and analysis.
• Advanced methods for aggregating individual project risks into a portfolio view.
• Establishing risk tolerance and appetite statements at the governance level.
• Implementing qualitative and quantitative risk analysis techniques.
• Defining clear risk ownership and establishing effective response planning.

Unit 4: Assurance and Oversight

• Designing a comprehensive assurance plan covering technical, financial, and governance aspects.
• Conducting independent project health checks and assurance reviews.
• Processes for managing changes to scope, budget, and schedule (Change Control).
• Techniques for earned value management (EVM) and performance tracking.
• Implementing governance controls for managing third-party contractors and vendors.

Unit 5: Stakeholder and Communications Governance

• Developing a P3 communications strategy tailored to different governance bodies.
• Managing stakeholder expectations and conflicting priorities effectively.
• The governance of benefit realization and post-implementation review.
• Ethical considerations and conflicts of interest in P3 decision-making.
• Ensuring transparency and traceability in all key governance decisions.