mop foundation workbook · 2020-06-02 · introduction management of portfolios (mop) offers a set...

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Contents

Introduction ..................................................................................................................... 3

Introduction to a Portfolio ................................................................................................. 3

Introduction to a Portfolio Management .......................................................................... 3

Introduction to a Programme ........................................................................................... 4

Introduction to a Project ................................................................................................... 5

Difference between a Project, a Programme, and a Portfolio .......................................... 5

Features of a Project Portfolio Management ................................................................... 7

Portfolio Management Process ......................................................................................... 8

Five Principles of Portfolio Management .......................................................................... 9

Multiple Choice questions 1: ........................................................................................... 16

Portfolio Definition Cycle ................................................................................................ 17

Portfolio Delivery Cycle ........................................................................ .......................... 20

Roles and Responsibilities ..................................................................... ......................... 26

Centre of Excellence (CoE) .............................................................................................. 34

Multiple Choice Questions 2 ........................................................................................... 35

Introduction

Management of Portfolios (MoP) offers a set of principles, practices, and techniques to

help organisations safeguard their programmes and projects contribute to strategic

objectives and attain maximum ROI (Return on Investment).

MoP is the Portfolio Management standard available that enables you to:

Remove redundant and duplicate projects and programmes

Run the right projects and programmes, delivering a measurable contribution to

strategic objectives

Realise benefits that align with corporate strategy

Report efficiently to improve accountability, transparency, and corporate governance

Introduction to a Portfolio

The word Portfolio is utilised to define an organisation's overall collection of programmes

and projects. Portfolio Management is a coordinated set of strategic processes and

decisions that commonly allow the most efficient balance of organisational change and

business as usual/operations.

Introduction to a Portfolio Management

Portfolio management includes gathering appropriate details on the investment plans of

the company in one place, including programmes and projects, and aligning their execution

with strategic goals, business specifications and the capability of the organisation.

It should not just consider those programme and project commitments comprising the

organisation’s change program, in terms of resources, but should also find the broader

business picture‐taking account of Business as Usual (/operations). Only by understanding

and appreciating the organisation’s full suite of commitments can a fully balanced business

portfolio be achieved

In this context Business, as Usual, is defined as the things done to keep the business

operating day‐to‐day. By understanding the demands on Business as Usual, its lifecycles

and critical events, the delivery of change through programmes and projects can be timed

and managed to ensure the least disruption

Introduction to a Programme

A programme's primary aim is to understand the results and advantages of decisive

importance. A programme is a temporary, adaptable company developed to organise,

manage and supervise the implementation of a collection of similar projects and tasks to

fulfil results and profits related to the strategic objectives of an organisation.

© The Knowledge Academy 2020 1

A programme is likely to have a life that spans several years. A programme offers

advantages by a change to an organisation, and it is based on an accepted idea of how a

company or an organisation will go ahead in the future. Programme Management offers a

well‐organised process for organising, planning, aligning, handling and monitoring the tasks

involved.

Introduction to a Project

A Project is typical of shorter duration (maybe a few months) and will be concentrate on

developing a set of deliverables under‐ recognised parameters of cost, time and quality. It is

dedicated to meeting an organisation's particular needs to develop a service or to change a

business method. It is in direct contrast to how a company usually operates continuously to

produce its products or services. For example, an organisation's task may be to produce

vehicles continuingly, and the task or work is called functional because the company

produces over‐and‐over again the same goods or services and employees maintain their

jobs semi‐ permanently.

Project management is the practice of handling all the numerous project resources and

facets in a way that the resources provide all the performance needed to accomplish the

project within the specified scope, time, and cost constraints

Difference between a Project, a Programme, and a Portfolio

Project Programme Portfolio

Scope Projects have defined objectives. Scope is progressively elaborated

Programme have larger scope and provide more significant benefits

Portfolio have a business scope that changes with the strategic goals of the


throughout the project life cycle

organisation

Duration Temporary (short time duration)

Temporary (can last for many years)

Permanent (continually changing )

Management

Project Level plans with focus on detailed delivery using stage plans

High level plans supported by detailed plans

Ongoing process of prioritising and aligning the Portfolio to meet strategic objective

Success Success is measured by product and project quality

Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken

Success is measured in terms of aggregate performance of portfolio components


Features of a Project Portfolio Management

The following the features of a Project Portfolio Management:

Adaptable workflows: It is essential that the Portfolio Project Management solution you

are planning to buy has adaptable workflows to suit every project type. This means, you

have one universally accessible system, and therefore standard practices in place, to

maintain projects of any nature across the whole organisation.

Linkage to organisational strategy: Any Project Portfolio Management system that works

on its own, without the ability to direct link to organisational strategy, will only be half‐

useful. Each project has its own objectives with the ultimate result being in line with the

overall direction of your company.

Gantt Charts: When a project is associated with organisational strategy and all corporate

plans, it is crucial that each project activity is prioritised. Therefore, the PPM application of

your decision requires to be capable to give the ability to prioritise projects. Likewise,

tracking, prioritising and allocating adequate time to particular tasks within a project is also

critical. Gantt charts are a simple, visually immersive approach to simply understand and

maintain the project and task progression at‐a‐glance. Easily prioritise and plan ahead with

Project Management Gantt charts.

Automated and scheduled reminders and notifications: Automated and scheduled

reminder alerts make sure good performance management of projects. An effective Project

Management solution has the potential to send scheduled alerts when each phase of a

project is completed, or when sign‐off is needed before moving on to the next phase.

Portfolio Management Process

MoP defines a set of Portfolio Management Principles and Portfolio Definition and Delivery

Cycles as part of the Portfolio Management Process

Senior Management Commitment

Governance Alignment

Strategy

Portfolio Office

Energised Change Culture

Understand

Categorise

Prioritise

Balance

Plan

Management control

Benefits management

Financial management

Risk management

Stakeholder

governance

Resource management


Five Principles of Portfolio Management

MoP is based on five flexible Principles which provide the foundation for successful

Portfolio Management (PfM) practice.

1. Senior Management Commitment: Top‐level support comes first in MoP’s list as any

change initiative struggles without it. Change initiatives must have public victors to

communicate the value and benefits of Portfolio management. They need to use

both the stick and carrot – ensuring compliance with PfM standards and personally

demonstrating the behaviours essential to the success of the Portfolio.

Senior level engagement is crucial in three ways, by:

i. Providing a mechanism to prioritise the programme and project portfolio in line with

business objectives.

ii. Creating a clear decision‐making structure with agreed lines of accountability so that

decisions are made swiftly and in line with business strategy.

iii. Demonstrating that senior management is committed to the change.

The following are ways in which senior managers should support portfolio management

o Publicly championing and positively communicating the value of portfolio

management within their areas of command – and particularly when the going gets

tough and the circumstances demand it, for example, when an initiative is

terminated.

o Personal, active and positive participation in the process.

o Contributing their expertise to the development of portfolio management across the

organisation.

o Taking effective steps to ensure compliance with portfolio governance and prevent

pet projects from being progressed under the portfolio ‘radar’.

o Explaining the rationale for decisions to their staff.

o Personally demonstrating the behaviours essential to the success of portfolio

management – senior managers must ‘walk the talk’.

Governance Alignment: PfM will fail without proper governance including clarity about

what decisions are made. MoP provides examples and diagrams of a successful Portfolio

governance structure – from Programme and Project managers up through the Portfolio

Progress Group to the Director / Investment Committee level. Supporting these are the P3O

model and, working alongside them: Business as Usual areas which will be impacted by the

change. A full set of role descriptions are provided in the MoP manual as ready‐to‐use

templates.


Which initiatives should be subject to portfolio governance?

All change initiatives?

– Provides an overview of all change initiatives which can be aligned to the

organisation’s strategic objectives.

– Helps provide a complete view on resource requirements.

– But: risk of overwhelming the portfolio governance body with data.

Or only those that:

– Make a material contribution to the organisation’s strategic objectives;

– Are above a cost threshold; and/or

– Are above a risk threshold.

But with checks:

– That sub‐portfolios are consistent with the organisational‐level portfolio

– That initiatives are not deliber0061tely disaggregated into smaller initiatives to avoid

portfolio governance

– To inform resource management decisions and assessment of impact on operations.

3. Strategy Alignment: Change initiatives which do not deliver benefit is equal to waste

and confusion. The ultimate objective of PfM is to achieve the strategic objectives of

the organisation. MoP suggests a driver based model starting with very high level

strategy, down to strategic objective then benefits and finally, change initiatives that

will deliver them. It provides useful, practical, examples for the private and public

sectors.

Techniques that facilitate strategic alignment where strategy is not defined in measurable

terms:

i. Portfolio segmentation i.e. splitting the total available funding into segments or

‘buckets’ to reflect high‐level strategic choices on relative importance. Initiatives in

each segment are then prioritised on the basis of criteria relevant to that segment.

ii. Weighting and rating systems e.g. rating the strategic contribution of an initiative as,

for example, mission critical, highly desirable or desirable.

iii. Pair‐wise comparisons and decision conferencing techniques to reach consensus on

the relative merits of the various initiatives.

Portfolio Office: There has to be a business area that provides up to date and accurate

information to allow good decision making by Portfolio Managers. This is the role of the

Portfolio Office and this MoP principle is strongly linked to the OGC (Office of Government

Commerce) standard: P3O. MoP shows different P3O models including linked (but


temporary) Programme and Project offices as well the permanent Portfolio office and

aligned Centre of Excellence.

To be fully effective the portfolio office should

Have sufficient organisational status to help overcome silo‐ based interests and to

demonstrate the importance of effective portfolio management across the

organisation. Ideally the portfolio office should report into the top of the

organisation, for example, to the business change or portfolio director.

Be sufficiently independent of PPM delivery so that its analyses are objective and

credible and it is not accused of ‘marking its own homework’.

Be sufficiently skilled to ensure the analyses produced are reliable and timely.

Portfolio offices v programme and project offices

o Programme and project offices are primarily concerned with coordinating the

delivery of individual change initiatives in the right way.

o Portfolio offices are primarily concerned with ensuring these initiatives remain

strategically aligned, coordinating delivery at a collective level (addressing

dependencies, portfolio‐level risks, and managing constraints to optimise delivery),

monitoring benefits realisation, ensuring that senior management receive relevant

and timely information on the performance of the portfolio, and that lessons learned

are identified, disseminated and applied.

o Programme and project offices are temporary structures set up to support a specific

change initiative.

o Portfolio offices are usually permanent and integrated into the organisational

governance structure. Ideally they should have direct contact with, and report to, the

management board.

Energized Change Culture: The success of the Portfolio depends as much on people as

process so this principle recognises the need for an engaged team working together to

define and deliver the Portfolio. Here, MoP gets into the ‘softer side’ by looking at areas

such as communication, the learning organisation and listening and engagement with staff.

Elements of an energized change culture

i. Senior management commitment, communication and motivation.

ii. A mutual and shared desire to succeed based on effective employee engagement.

iii. Effective governance with an appropriate level of bureaucracy.

iv. Culture and behaviours reflective of a focus on the overall good and success of the

organisation rather than individual or silo‐based interests.


Sources of Energy

i. Connection: how people link themselves, their values and their work to the purpose

of the organisation.

ii. Content: work stimulates and provides a sense of achievement.

iii. Context: working practices support and enable people to do a good job.

iv. Climate: how the organisation helps people grow, achieve their potential and do their

best

Multiple Choice questions 1:

1. The term _______is used to define an organisation's overall collection of programmes

and projects.

a. Process

b. Portfolio

c. Project

d. Program

2. Which of the following is NOT a MoP principle?

a. The business case

b. Portfolio office

c. Strategy alignment

d. Government alignment

3. A programme is a/an_________, adaptable company developed to organise, manage

and supervise the implementation of a collection of similar projects and tasks to fulfil

results and profits related to the strategic objectives of an organisation.

a. Permanent

b. Portfolio

c. Temporary

d. Activity

4. Success of a project is measured

a. By product and project

b. quality By the degree to which the program satisfies the needs and benefits for

which it was undertaken

c. In terms of aggregate performance of portfolio components

d. None of these


5. _______are a simple, visually immersive approach to simply understand andmaintainthe project and task progression at‐a‐glance.

a. Flowcharts

b. Gantt charts

c. Progress chart

d. Time graph

Portfolio Definition Cycle

The goal of the portfolio definition cycle is to verify critical information that will give clarity

to senior management on the collection of change initiatives that will deliver the most

significant contribution to the strategic goals, subject to consideration of risk/achievability,

resource constraints and cost/affordability.

The key output of the portfolio definition cycle is an understanding of what the portfolio is

going to deliver ‐ encapsulated in a portfolio strategy (the long term view of the portfolio

and its contribution to strategic objectives) and a portfolio delivery plan which focuses on

the forthcoming planning period. Together, these documents will reflect the decisions

taken by the management board (or sub‐boards when portfolio functions are delegated)

regarding the scope, contents, key milestones, costs, risks and the results anticipated from

delivering the portfolio successfully.

The essential purpose will come from the Portfolio Office team, who will collect data to give

reports and critical points to the decision‐makers, usually the members of the board. This

provides the team opportunity to obtain fact‐based decisions of what work to invest the

time and effort

The portfolio definition cycle involves five steps to help business managers decide what

work is in, and what


Understand: It is the first step, and it gives that fundamental knowledge of what the

portfolio should be accomplishing. It concentrates on explaining the scope of the portfolio

(helpful for when an organisation has more than one portfolio). It can also involve

knowledge of any current change actions which could set into this portfolio. After that,

work doesn’t stop because there is not a portfolio to drop the projects into, so there will

likely be some projects or programmes ongoing that can be incorporated into the portfolio.

Categorise: It is challenging to maintain various change actions in a big organisation, so

projects and programmes should be categorised. You can then see if anyone area is lacking

investment. The categorisation is done on any criteria that accommodate your business,

and you can even set up sub‐ portfolios.

Prioritise: Prioritisation is essential. It is necessary to prioritise the actions within the

portfolio so that the projects and programmes with the most useful return and the good

connection to strategy are at the top. These then get the project resources and investment

first, so the company obtains the benefits. It is beneficial to have a structured prioritisation

system

Balance: The portfolio must be balanced. Through it, the direction means that it should

make reasonable sense in terms of timing, risk (not too many high‐risk projects happening

at the same time), and resources (ensuring there are resources to do everything; not

spending a year doing Finance projects only to leave all the Marketing ones to next year).

Plan: It is essentially the tasks & actions that the project, programme and portfolio

managers will do. The plan is to design a portfolio strategy for that portfolio and to

put together a delivery plan. Then this can be published widely, and the executives

can publicly announce their help and support for it and work can start.

Portfolio Delivery Cycle

The portfolio delivery cycle involves seven practices. These are created to deliver the

portfolio work and keep the portfolio itself up to date as things change, just like a leader

guides and manages an organisation.

• Management Control: Once agreed, the portfolio strategy and delivery plan form the

baseline for what is to be delivered. The purpose of the management control practice

is to ensure that progress, at an individual and portfolio level, is regularly monitored

against this baseline. This helps to ensure that delivery stays on track and that the

portfolio remains strategically aligned.

• Benefits Management: Benefits management is also a component of programme

management and project management. It is important to identify at a portfolio level

and maintain the benefits from all the change initiatives, projects and business‐as‐

usual work. Benefits management is a well‐organised strategy for increasing good

business results for an organisation as an outcome of change. It is vital to efficient

programme and project management and successful delivery.


• Financial Management: Portfolios can take a lot of money. It is the combined cost of

all the projects supporting the strategic goals, which can total hundreds of

thousands, if not millions, of dollars. So strong financial management is necessary.

There is also a role here in making sure that the company’s fiscal year and

management cycle ties up with the decision making about the portfolio so that you

don’t end up with lots of mid‐year reporting to do at the most critical part of the

delivery or end up missing the deadlines for budget submissions because you didn’t

know about them. The goal of the financial management practice is to assure that

the portfolio management processes and decisions are aligned to the financial

management cycle and that financial concerns form a fundamental part in all

decisions regarding the services and ongoing viability of change initiatives, both at an

individual and a collective level.

• Risk Management: A risk management strategy gives a structured and consistent

approach to identifying, assessing and managing risk. A risk management strategy

can be generated and executed by also the smallest of groups or projects or built into

a complicated strategy for a multi‐site international organisation.

• As you perform risk management on projects and programmes, you also have to do it

at a portfolio level. It is the same basic strategy, but at this level it looks at

consolidated risk and personal risks to individual change initiatives.

Stakeholder Engagement: A Stakeholder Engagement Strategy is a procedure to

interact with project stakeholders to obtain their help for the project. It includes:

o Stakeholder list

o Project phase

o Contact name(s)

o Areas of Influence

o Power

o Engagement approach

Organisational Governance: Governance is a different part that develops over

projects, programmes and portfolios. At this level, it is necessary to ensure that

governance of the portfolio is aligned to the overall corporate governance strategy,

so it all ties up. Basically, it is only about to ensure that there is transparency and

clarity about decisions and data.

Resource Management Strategy: Portfolios have dedicated resources and the

project and programme managers delivering the change actions and projects.

Resource management includes assuring that there are enough people with the

appropriate skills to deliver the change in the most suitable schedules.


• If you think about the number of resources included in a portfolio, this can be a lot of

people, so the overhead in getting their availability and making sure that people are

scheduled appropriately can be huge. At some level, the amount of resources

available to deliver change initiatives is constrained.

• The purpose of the resource management the practice is to put in place mechanisms

to understand and manage the number of resources available and required. This

strategy describes how a resource to be consumed by the programme. Finances,

people, systems, accommodation, facilities, and specialisms will all be covered by this

strategy.

The three broad approaches to implementing portfolio management:

1. Big bang ‐ Implementing portfolio management is viewed as a business change

programme in its own right and is planned with: a business case; a compelling vision

for the future state; a blueprint or target operating model; and an implementation

plan agreed by the management board. A time bound implementation phase is

followed by live running encompassing all portfolio definition and delivery practices.

2. Evolution ‐ Here a more evolutionary or incremental approach is taken starting with

areas of greatest need or those where rapid progress can be made, and the

organisation’s approach to portfolio management then evolves to reflect its needs,

opportunities and lessons learned.

3. Ad hoc ‐ As with the evolutionary approach, there is no detailed master plan, but

there is no expectation that the approach will develop and no commitment to

capturing lessons learned to inform development. Instead implementation is more

opportunistic.

MOP Portfolio Management Organisation

To implement and maintain portfolio management in your organisation, you require to have senior managers who are assigned to portfolio management. The initial step will be the institutionalization of a portfolio board.


Roles and Responsibilities

Portfolio Direction Group/Investment Committee (PDG/IC)

This is the governance body where decisions of the formation of initiatives in the portfolio

are delivered.

No initiative should be involved within the portfolio or funded without the PDG/IC’s

approval.

Responsibilities:

Agree with the Portfolio Management Framework

Allow the portfolio strategy and delivery plan

Select on the scope of the portfolio

Assure that the portfolio is well balanced

Assure that resources are properly allocated

Ensure that the portfolio development pipeline contains sufficient initiatives at the

feasibility/concept stage and that initiatives progress through the pipeline at an

adequate speed

Review recommendations from the portfolio progress group/change delivery

committee (PPG/CDC) and make decisions accordingly

Promote collaborative working across the organisation.

Undertake periodic reviews of the effectiveness of portfolio management within the

organisation – and take appropriate action where required

Ensure that any conflicts between portfolio delivery and BAU that cannot be resolved

by the PPG/CDC are addressed effectively

Portfolio progress group (PPG) or Change delivery committee (CDC)

Portfolio Management Organisation


This is the governance body accountable for monitoring portfolio progress and resolving

problems that may compromise delivery and benefits realisation.

Responsibilities

Agree the processes contained within the portfolio delivery cycle and ensure that

they work efficiently

Make sure that all programmes and projects comply with agreed delivery standards

involving the business change lifecycle

Monitor delivery of the portfolio delivery plan (through the portfolio dashboard)

including:

o Spend against profiled budget & revised forecast outturn:

Ensure effective action is taken to address overspends.

Where underspends occur, take prompt action to consider reallocating the

funds to other initiatives including those in the portfolio development

Business Change Director or Portfolio Director

The business change or portfolio director is the management board member who is

responsible for the portfolio strategy and provides clear leadership and direction through

its life.

Responsibilities:

Provides overall direction and leadership for the implementation and delivery of the

portfolio

Portfolio Boards


Ensures that the portfolio management practices are documented in a portfolio

management framework and that they are amended in the light of lessons learned

Champions the implementation of portfolio management

Promotes an energised culture that is focused on collaborative working in the

interests of the organisation as a whole

Secures the investment to implement portfolio management, including a portfolio

office where required

Ensures that the portfolio evolves to reflect changed strategic objectives and

business priorities and that resources are reallocated where necessary

Gains relevant management board approval for the portfolio strategy and delivery

plan

Portfolio Manager

The portfolio manager organises the efficient and effective operation of the portfolio

management practices and gives support to the business change/portfolio director,

portfolio direction group/investment committee and portfolio progress group/change

delivery committee – involving ensuring that they receive the information they need to

enable them to discharge their responsibilities.

Responsibilities:

Ensures that business case data (particularly costs, benefits and risks) is prepared on

a consistent and reliable basis

Drafts the portfolio strategy and delivery plan for the business change/portfolio

director

Prepares the regular portfolio dashboard for the PDG/IC and PPG

Keeps the portfolio management framework up to date

Identifies improvements to the portfolio management practices

Undertakes investment appraisals and reports accordingly to the PDG/IC

Leads on the preparation and implementation of the portfolio stakeholder

engagement and communications plan

Coordinates portfolio prioritisation exercises and reports accordingly to the PDG/IC

Ensures that dependencies are effectively managed and where required escalates

issues to the PPG/CDC for resolution

Identifies constraints within the portfolio and works to overcome them

Portfolio Benefits Manager

The portfolio benefits manager ensures that a consistent ‘fit for purpose’ approach to


benefits management is applied across the portfolio, and that benefits realisation is

optimised from the organisation’s investment in change.

Responsibilities:

Facilitates benefits‐mapping workshops

Develops and maintains the organisation’s portfolio benefits management

framework

Participates in investment appraisals ensuring that business case benefits forecasts

are consistent with the organisation’s benefits eligibility rules

Considers and advises the portfolio manager or director on changes to the portfolio

benefits management framework

Provides training and awareness‐building sessions on the application of the portfolio

benefits management framework

Works with the organisation’s (and programme‐based) business change managers to

promote more effective benefits management practices

Provides advice and support to PPM and BAU colleagues on the development of

initiative‐level benefits forecasts and benefits management strategies

Centre of Excellence (CoE)

The following are the functions of a CoE

1. Generate ad manages in‐house methods and standard

2. Internal consultancy/advice

3. Leads forums to share best practices:

o Learning organisation

o Knowledge management

o Lessons learned

4. Conducts training classes and workshops at all levels in the organisation

5. Coaches, mentors and motivates people (PPM competences and skills)

Multiple Choice Questions 2

1. Which of the following is the first step of the portfolio definition cycle that help

business managers decide what work is in, and what is out?

a. Prioritise

b. Plan

c. Balance

d. Understand


2. Who ensures that a consistent ‘fit for purpose’ approach to benefits management is

applied across the portfolio, and that benefits realisation is optimised from the

organisation’s investment in change?

a. Portfolio Benefits Manager

b. Portfolio Director

c. Portfolio Manager

d. None of these

3. The portfolio delivery cycle involves_______practices.

a. Five

b. Six

a. Seven

b. Four

4. Which of the following is a portfolio definition practice?

a. Risk Management

b. Energised change culture

c. Management by exception

d. Balance

5. Portfolio management seeks out to ensure the most effective balance oforganisational change and what function or activity?

a. Performance management

b. Business as Usual (BAU)

c. Strategic planning

d. Programme management

6. Which is one of the three broad approaches to implementing portfolio management?

a. Delivery

b. Management by exception

c. Evolution

d. Senior management commitment

7. Which is one of the six key functions/activities that portfolio management needs to

coordinate with to achieve strategic objectives?

a. Vision statement


b. Procurement

c. Programme & Project Management

d. Human Relations

8. Which of the following best describes the relationship between portfolio

management and Business as Usual?

a. Portfolio management and BAU combine to achieve strategic objectives

b. Portfolio management sets the context in which BAU operates

c. Both combine to deliver change initiatives

d. BAU sets the context for the operation of portfolio management

9. An objective of portfolio management is

a. Make certain the delivery of individual programmes and projects

b. Ensure the use of ‘Best Management’ practices

c. Ensure change initiatives are delivered effectively and efficiently at a collective

level

d. All of these

10. Which of the following consists of a series of broadly sequential practices?

a. Portfolio management model

b. Portfolio definition cycle

c. Portfolio delivery cycle

d. Portfolio management principle


mop foundation workbook · 2020-06-02 · introduction management of portfolios (mop) offers a set...

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