P3GQA EXECUTIVE LEARNING · Johannesburg

Governance, PMO, Portfolio Value & Benefits Realisation

Made practical for South Africa’s capital-delivery reality. Across the energy transition, state-owned-enterprise reform and major public infrastructure, programmes rarely fail on engineering – they fail on governance. One shared executive day, then three expert-led courses running in parallel – P3GP® certification, portfolio value & benefits, and EPMO services – plus a toolkit you can use on Monday.

14-17 September 2026
Johannesburg, South Africa
Classroom-style · capped seats
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This is not a passive engagement. It is a practical, classroom-style learning experience built around real decisions, real governance problems, and tools you can use on Monday morning.

Choose your learning path

Choose your learning

Come for the strategic executive day, choose one of three parallel courses – or do both, as one complete four-day week.

01
Executive Day
Mon 14 Sep · 1 day

A one-day interactive workshop with three leading subject-matter experts across governance, PMO and portfolio value.

Best for

Executives, sponsors, PMO & portfolio leaders, assurance leads and transformation teams.

02
Choose Your Course
Tue 15 - Thu 17 Sep · 3 days · choose one of three

Three specialist courses run in parallel: P3GP® certification with Ross Garland, Portfolio Value & Benefits with Steve Jenner, or EPMO Services with Eileen Roden. Every delegate picks one.

Portfolio Value & Benefits Course
EPMO Services Course
P3GP Certification Course
Most complete
03
Full Learning Week
Mon 14 - Thu 17 Sep · 4 days

Attend the executive workshop and continue straight into your chosen three-day course: P3GP®, Portfolio Value & Benefits, or EPMO Services.

Best for

Delegates who want both the strategic executive view and a full specialist course.

Why attend

Organisations don't fail at projects only because of poor delivery.

Across the energy transition, state-owned-enterprise reform, utilities and public infrastructure, capital programmes rarely fail on technical delivery. They fail because the wrong work is started, front-end planning and gate discipline are weak, sponsors aren’t enabled, PMOs are underpowered, and benefits aren’t owned. This week focuses on the practical governance system around delivery.

01

How decisions are made

02

How sponsors provide direction and challenge

03

How PMOs support delivery without becoming bureaucratic

04

How portfolios are prioritised when resources are limited

05

How benefits and value are owned from the start

06

How governance, assurance and reporting work together

07

How project activity connects to strategy

Your faculty

Learn from the people who wrote the best practice standards

Three globally recognised authors and practitioners lead the executive day and the P3GP® course.

Ross Garland
Ross Garland
Project, Programme & Portfolio Governance

Author of the P3G Guide and President of P3GQA. Ross has specialised in project, programme and portfolio governance for over 20 years, designing and reviewing governance arrangements on billions of dollars of investment across infrastructure, transport, health, utilities and ICT, and has authored P3G guidance for government.

Sessions 1 & 4 · P3GP® Course lead
Steve Jenner
Steve Jenner
Portfolio Value, Prioritisation & Benefits

A best-practice author, practitioner and academic in portfolio and benefits management. Steve authored Managing Benefits and co-authored Axelos’ Management of Portfolios (MoP®), worked for the UK Major Projects Authority, and is a Fellow of the Chartered Institute of Management Accountants with an MBA and a Master of Studies from Cambridge.

Sessions 2 & 4 · Portfolio Value & Benefits course
Eileen J. Roden
Eileen J. Roden
PMO Design, Services & Capability

Co-founder of PMO Learning and the House of PMO, and lead author of Axelos’ P3O® guidance and the PMO Competency Framework. Eileen is an experienced PMO and P3M consultant who works with organisations at executive level across finance, transport, pharmaceuticals, defence, utilities and the public sector.

Sessions 3 & 4 · EPMO Services course

All publication titles, marks and cover images are the property of their respective owners and publishers, including TSO, APMG International, AXELOS / PeopleCert and the House of PMO. Use of these titles does not imply endorsement of this event.

Your executive learning day

Monday, 14 September 2026

Three expert-led layers across three working sessions. Each one ends with a practical output you take away. Tap a session to see what’s inside.

08:15-09:00
Arrival, Registration & Networking Breakfast

LAYER 1 · GOVERNANCE · ROSS GARLAND

We open by looking at the full project, programme and portfolio lifecycle and the governance system that surrounds it.

·Why projects fail despite strong technical teams
·Where governance, PMO, portfolio & benefits connect
·What “good” looks like in practical terms
·How the day produces usable outputs
OutputShared language and a map of the governance system for the day ahead.

Governance should make decisions clearer, faster and better evidenced – not a meeting cycle or a reporting burden.

·Governance roles & decision rights
·Sponsor accountability & the optional sponsor stream
·Stage gates & decision evidence
·Escalation thresholds
·Governance cadence & meeting design
·Assurance & reporting that supports decisions
OutputA first-cut governance decision map for your organisation or portfolio.
11:00-11:15
Coffee Break

LAYER 2 · PORTFOLIO VALUE & BENEFITS · STEVE JENNER

Portfolio decisions determine whether strategy becomes reality – and benefits only materialise when someone owns them from the very start. One connected session on choosing the right work and holding on to the value it promised.

·Portfolio thinking & strategic alignment
·Intake, triage & demand challenge
·Prioritisation criteria that work under real constraint
·Capacity-aware, affordability-constrained decision-making
·Benefits ownership & sponsor accountability
·Benefits in business cases – the value thread through every gate
·Outcome measures, leading indicators & benefits tracking through delivery
·Reducing noise in portfolio governance & reporting
OutputA portfolio prioritisation checklist and a benefits ownership checklist for comparing initiatives and anchoring value accountability.
12:45-13:30
Lunch

LAYER 3 · EPMO SERVICES · EILEEN RODEN

Governance, portfolio discipline and benefits ownership only hold when someone services them every day. Eileen shows how the five essential EPMO services turn the morning’s decisions into standing organisational capability.

·The EPMO mandate: shape, safeguard and service delivery standards
·Five essential EPMO services – from governance design to knowledge reuse
·Servicing governance: decision-rights clarity, committee support, escalation routes
·Servicing the portfolio: visibility, evidence-based investment criteria, early drift correction
·Independent assurance & challenge: gate readiness that is more than a tick-box
·Servicing benefits: keeping value visible from business case into operations
·Knowledge management & reuse: lessons applied, not just recorded
·Service catalogue, service maturity and the capability to deliver them
OutputAn EPMO service-design canvas mapping the five essential services to your organisation’s governance, portfolio and benefits needs.
15:00-15:15
Afternoon Tea

The day’s final working session brings Ross, Steve and Eileen together. Table teams assemble their governance map, prioritisation and benefits checklists and EPMO service canvas into one operating model on a page – then defend it under live challenge from all three experts.

·Assembling the day’s outputs into one operating model on a page
·Cross-examination: each expert stress-tests one layer of your model
·Where governance, portfolio, benefits and EPMO services meet – and where they usually break
·Sequencing: what to fix first when everything is a priority
·Open floor: your hardest governance problem, three expert answers
·From model to Monday: preparing the 30-day improvement plan
OutputA governance-to-value operating model on a page, pressure-tested by all three experts.

The day closes by converting the learning into a practical 30-day action plan.

·One governance improvement
·One PMO service improvement
·One portfolio or benefits improvement
·One stakeholder conversation to initiate
·One decision forum or routine to improve
OutputA personal 30-day action plan you leave the room with.

Three courses run in parallel Tue 15 – Thu 17 September: P3GP® with Ross Garland, Portfolio Value & Benefits with Steve Jenner, and EPMO Services with Eileen Roden. Each delegate chooses one.

Optional: a 90-minute executive-sponsor briefing runs alongside the day for accountable sponsors and SROs.

Delegates who want to go deeper: Ross Garland, Steve Jenner and Eileen Roden each lead a dedicated three-day course – see the course outlines below.

Go deeper

Three expert-led courses. One capability system.

The executive day shows you the whole governance-to-value system. Three parallel courses build it, the P3GP® certification course and two specialist courses, on Tue 15 - Thu 17 September 2026. Each is led by the author of the standard it teaches, runs classroom-style, and is designed for capital-intensive delivery environments - energy, utilities, transport, mining and public infrastructure. Each delegate chooses one course.

The two courses interlock: Steve's course defines the value decisions your organisation must make; Eileen's builds the EPMO services that support them every day. Attend the executive day first for the connected overview, then go deep. The P3GP® certification course with Ross Garland completes the governance foundation.
Ross GarlandRoss Garland · Author, the P3G Guide

P3GP® Certification - Project, Programme & Portfolio Governance

3 daysClassroom · capped seatsP3GP® certification exam

Governance as a discipline: who makes decisions, when, and on what basis.

Too many projects and programmes fail not because of poor management, but because of weak or missing governance. Based on the globally recognised P3G Guide by Ross Garland and Adrian Morey, this course introduces governance as a discipline distinct from project management and prepares you for the P3GP® certification. Structured around the ten core principles of P3G, it works in agile, hybrid and traditional delivery environments.

P3G GuideTen principlesCase studiesCertification
Day 1 - Foundations: purpose, context and what P3G is
  • Welcome, orientation and exam expectations
  • Why governance matters in change initiatives
  • Closing the strategy-delivery gap
  • Governance as distinct from management
  • Projects, programmes, portfolios and their governance needs
  • Governance in traditional, agile and hybrid delivery

Output: a shared governance baseline for your organisation.

Day 2 - The ten principles of P3G
  • Single-point, outcome-based accountability (Principles 1-3)
  • Governance boards that support the accountable person (Principle 4)
  • Separating decision-making from stakeholder engagement (Principle 5)
  • Strategic alignment and the live business case (Principles 6-7)
  • Portfolio governance and logical decision rights (Principles 8-9)
  • Evidence-based investment decision-making (Principle 10)

Output: a principle-by-principle read of your own governance arrangements.

Day 3 - Implementation, case studies and the exam
  • Scaling governance to fit size, risk and complexity
  • Establishing and operating P3G arrangements
  • Documenting: handbooks, role charters, RACI
  • Governance maturity and continuous improvement
  • Real-world failures and a turnaround exercise
  • Exam tips, mock questions and exam preparation

Output: readiness for the P3GP® certification exam.

The certification course of the week, led by the author of the standard it certifies.

Book this course
Steve Jenner Steve Jenner · Author, Managing Benefits & Managing Portfolios

Portfolio Value & Benefits Realisation for Capital Portfolios

3 daysClassroom · capped seatsCertificate of completion

From project-by-project delivery control to value-based investment decisions.

Capital portfolios fail on value long before they fail on delivery: optimistic business cases, thin front-end definition, gate reviews that pass everything, and benefits nobody owns after approval. Built on Steve Jenner's Managing Portfolios and Managing Benefits - the reference works he authored and examines - this course gives portfolio leaders, finance partners, sponsors and PMO teams a working system for choosing the right investments and holding on to the value they promised.

Managing PortfoliosManaging Benefits v3Evidence-based decisionsCertification pathway
Day 1 - Choosing the right work: portfolio prioritisation under constraint
  • Portfolio management principles for capital-intensive organisations
  • Strategic alignment: linking investment to corporate strategy and mandated priorities
  • Categorisation, prioritisation and sequencing: value, risk, affordability and delivery capacity
  • Countering optimism bias and strategic misrepresentation in forecasts - evidence-based investment appraisal and reference-class thinking
  • Intake, triage and demand challenge: what is worth starting, continuing, pausing or stopping
  • Workshop: portfolio prioritisation simulation on a multi-year capital portfolio under affordability pressure
Output: a prioritisation framework and scoring criteria you can apply to your own portfolio
Day 2 - Benefits realisation management: owning the value
  • The benefits management cycle: identify & quantify · value & appraise · plan · realise · review
  • Benefits management principles - aligning benefits with strategy, starting with the end in mind, utilising successful delivery methods, integrating benefits with performance management
  • Benefits ownership and accountability: sponsors, business owners and the role of the portfolio office
  • Realistic forecasting: avoiding double counting, phantom benefits and benefits lost in re-baselining
  • Measures that matter: outcome measures, leading indicators and benefits dashboards
  • Workshop: benefits mapping and a realisation plan for a live capital programme scenario
Output: a benefits map and realisation plan template, populated
Day 3 - Embedding value governance through the lifecycle
  • Benefits in business cases: the value thread from concept through every gate
  • Front-end discipline: why early-stage definition and honest cost/schedule ranges decide the outcome - and how gates should test them
  • Managing modifications and re-baselining without value leakage
  • Portfolio-level value reporting: the KPI regime, portfolio office insight and management by exception
  • The behavioural side: incentives, culture and decision-making under pressure
  • Workshop: a 90-day value-improvement plan for your organisation
Output: a personal and organisational 90-day value plan; preparation guidance for formal benefits-management certification

Also available as a 1-day executive masterclass or a 0.5-day leadership briefing. Formal certification routes - Managing Benefits™ Foundation (2 days) and Practitioner (3 days), taught by the qualification's Chief Examiner - available on request.

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EPMO Focus
Eileen J. Roden Eileen J. Roden · Lead author, P3O® guidance & PMO Competency Framework

EPMO Services for Capital Portfolios - From Mandate to Delivery Confidence

3 daysClassroom · capped seatsCertificate of completion

The five essential EPMO services that turn ambition into successful delivery.

An enterprise PMO creates value when it is more than a reporting function: when it shapes delivery standards, safeguards compliance and assurance, and services the teams doing the work. Built on Eileen Roden's Five Essential EPMO Services and the House of PMO service-catalogue approach, this course takes EPMO, PMO and centre-of-excellence teams from mandate to a running, measured service operation - the engine room behind everything the governance and portfolio courses teach.

01

Governance Design & Oversight

Clear roles, decision rights, escalation routes, governance continuity

02

Strategic Alignment & Portfolio Integration

Evidence-based criteria, portfolio visibility, early drift correction

03

Independent Assurance & Challenge

Early-warning insight, value protection over compliance policing

04

Benefits Management & Value Realisation

Benefits visible and owned from approval into operations

05

Knowledge Management & Reuse

Lessons applied, modular approaches, communities of practice

Day 1 - Design: the EPMO and its services
  • The EPMO in capital-intensive organisations: mandate, positioning and how it differs from project, programme, portfolio and CoE models
  • Shape, safeguard, service: turning the enterprise mandate into a working role
  • The EPMO canvas: customers, stakeholders, value proposition and operating model
  • The PMO Service Catalogue approach: selecting and prioritising services by value, urgency, maturity and available capability
  • Interfaces: EPMO and centres of excellence, assurance, commercial, finance and delivery teams
  • Workshop: draft your EPMO canvas and a first-pass service catalogue
Output: an EPMO canvas and prioritised service catalogue for your organisation
Day 2 - The five essential services, in depth
  • Service 1 · Governance Design & Oversight: designing governance early, servicing committees, keeping decision rights clear when leadership changes
  • Service 2 · Strategic Alignment & Portfolio Integration: portfolio visibility, investment criteria, partnership with finance and strategy
  • Service 3 · Independent Assurance & Challenge: gate readiness beyond the tick-box, early warning, relationship-driven challenge that sponsors accept
  • Service 4 · Benefits Management & Value Realisation: servicing benefits ownership, tracking through delivery into operations
  • Service 5 · Knowledge Management & Reuse: making lessons reusable, avoiding reinvention and over-customisation
  • For each service: the common failure patterns, the success factors, and the service blueprint
  • Workshop: build a service blueprint for the two services your organisation needs most
Output: two completed service blueprints with success measures
Day 3 - Operate, measure, mature
  • Competences, skills and behaviours: mapping services to the team that must run them (PMO Competency Framework)
  • EPMO metrics, measures and OKRs: demonstrating value, performance and contribution to organisational outcomes
  • Service maturity: assessing where each service stands and planning the uplift
  • Critical success factors across all services: clear mandate, trust and strong relationships, competent resources, reliable data
  • Continuous improvement: reviewing and evolving services without resetting every time leadership changes
  • Workshop: 90-day EPMO mobilisation plan and longer-term maturity roadmap
Output: a 90-day mobilisation plan and a 12-month service maturity roadmap

Also available as a 0.5-day "PMO as an Enabler" awareness session or a 2-day intensive for established EPMO teams, with a pre-course service-maturity diagnostic for in-house delivery. Related routes on request: business-case awareness and Better Business Cases™ certification, and PMO leadership bootcamps.

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Seats are capped to preserve the table-team workshop format. Group rates available for two or more delegates.

Executive Day Pass
Executive Day · 14 September 2026
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One-day executive workshop

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Full Learning Week Pass
Full Week · 14-17 September 2026
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Executive day + your chosen course

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Course Pass
Choose one course · 15-17 September 2026
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One three-day course: P3GP®, Portfolio Value & Benefits, or EPMO Services

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Corporate, government, SOE & PMO-team bookings and invoice / purchase-order routes are supported – enquire about group rates.

Corporate, government, SOE & PMO-team bookings and invoice / purchase-order routes are supported – enquire about group rates.

Three ways organisations attend. Book a public seat on any pass above; group bookings for two or more delegates are supported, with invoice / purchase-order routes; or commission any course in-house as a private cohort for your organisation. Corporate, government and SOE bookings welcome. Exam / certification fees: to be confirmed. Contact in**@***qa.com. Course passes apply to any of the three parallel courses: name your chosen course at registration.

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