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<http://dbpedia.org/resource/P3O>	<http://www.w3.org/2000/01/rdf-schema#comment>	"P3O \u2013 brytyjski przewodnik wchodz\u0105cy w sk\u0142ad najlepszych praktyk zarz\u0105dzania, tzw. Best Management Practices, opublikowany przez przedstawiaj\u0105cy jak tworzy\u0107 i utrzymywa\u0107 biura, kt\u00F3re wspieraj\u0105 wdra\u017Canie i przeprowadzanie zmian w ramach konkretnej organizacji. Poj\u0119cie P3O odnosi si\u0119 przede wszystkim do \u201Emodelu P3O\u201D, czyli struktury stworzonej w celu dostarczania funkcji i us\u0142ug w organizacji poprzez biura projekt\u00F3w, program\u00F3w oraz portfeli."@pl .
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<http://dbpedia.org/resource/P3O>	<http://www.w3.org/2000/01/rdf-schema#comment>	"P3O stands for Portfolio, Programme and Projects Offices. P3O is universally applicable guidance published by AXELOS to help organisations build support structures that enable the successful delivery of their portfolios of change programmes and projects.P3O describes the factors that influence designing and building the right structures to optimize: The term P3O is used variously to describe the P3O Manual, the P3O accreditation programme and the P3O function operating within a business"@en .
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<http://dbpedia.org/resource/P3O>	<http://dbpedia.org/ontology/abstract>	"P3O \u2013 brytyjski przewodnik wchodz\u0105cy w sk\u0142ad najlepszych praktyk zarz\u0105dzania, tzw. Best Management Practices, opublikowany przez przedstawiaj\u0105cy jak tworzy\u0107 i utrzymywa\u0107 biura, kt\u00F3re wspieraj\u0105 wdra\u017Canie i przeprowadzanie zmian w ramach konkretnej organizacji. Poj\u0119cie P3O odnosi si\u0119 przede wszystkim do \u201Emodelu P3O\u201D, czyli struktury stworzonej w celu dostarczania funkcji i us\u0142ug w organizacji poprzez biura projekt\u00F3w, program\u00F3w oraz portfeli."@pl .
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<http://dbpedia.org/resource/P3O>	<http://dbpedia.org/ontology/abstract>	"P3O stands for Portfolio, Programme and Projects Offices. P3O is universally applicable guidance published by AXELOS to help organisations build support structures that enable the successful delivery of their portfolios of change programmes and projects.P3O describes the factors that influence designing and building the right structures to optimize: 1. \n* Senior management decision making: P3O informs senior management on decisions that include strategic alignment, prioritization, risk management and use of resources. 2. \n* Business outcomes and benefits: P3O ensures the identification and realization of business outcomes and benefits via programmes and projects. 3. \n* Delivery of project outputs: P3O plays an integral part in delivering projects within time, cost and quality constraints. By bringing together a set of roles, processes, functions, services and techniques, P3O facilitates effective Portfolio, Programme and Projects management through its enablement, challenge and support structures. These structures bridge the gap between the strategy, the policy makers and the delivery arm of the organization. The term P3O is used variously to describe the P3O Manual, the P3O accreditation programme and the P3O function operating within a business"@en .
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