Duration
3 days
OVERVIEW
Companies seeking more efficiency and tighter monitoring of projects are opening project management offices (PMO) in growing numbers. Here’s what a PMO should do, what types you should consider, and who really needs one. A project management office (PMO) is a group internal or external to a company that sets, maintains and ensures standards for project management across that organization. They’re the keepers of best practices, project status and direction — all in one spot. PMBOK is the primary references as the 6th Edition encompasses the waterfall & Agile practices aligned to Certified Associate Project Management (CAPM) certification.
The role of the PMO could change as artificial intelligence and digital transformation take hold, but in today’s business climate, here’s what a PMO should do, what types you should consider, and who really needs one. A PMO makes sure company procedures, practices and operations go right on time, on budget and all in the same way. “PMOs are there to ensure project and program success, and that’s critical because organizations deliver value through projects and programs,” said Weiss. “How they do that depends upon how they’re situated within the organization.”LEARNING BENEFITS
- Develop a vision and charter of a Project Management Office (PMO)
- Evolve a PMO to improve project success
- Automate processes in Project Portfolio Management tools
- Enhance alignment of project management with portfolio management
- Evolve PMO maturity through continuous improvement
- Provides tangible, repeatable, long-term benefits to the business
- Aligns with corporate strategy and culture
- Is agile enough to adapt as strategy shifts
- Is a key enabler for the high-performing organization?
- Integrates data and information from corporate strategic projects/supports the balanced scorecard
- Enables sharing of resources, methodologies, tools and techniques for project success across the enterprise
- Identifies and develops project management methodology, best practices and standards
- Coaches, mentors, trains and provides oversight for project managers and staff
COURSE OUTLINE
DAY 1Module 1 – Introduction to Project Management Office (PMO)
- Overview of Project Management Office
- PMOs in Project, Program & Portfolio Management
- Benefits of PMO to Organization
- Identifying the Value of a PMO
- Why you need a Project Management Office (PMO)
- Developing a PMO vision statement
Module 2 – Benchmarking Traditional and Agile PMO maturity
- Examining different maturity levels
- Leveraging a framework to assess maturity
- Considering the current state of project and portfolio management
- Defining the to-be state
- Analyzing the gap between the current and to-be state
- Constructing an approach for each maturity criterion by selecting the right combination
- Establishing PMO responsibilities within the organization
- Developing a roadmap to mature the PMO
Module 3 – Standardizing and Automating Project Management Processes for PMO
- Recognizing the benefits of standardization
- Building/updating processes for your environment
- Developing standard document templates
- Bridging "doing the right projects" with "doing the project right"
- Centralizing resource and capacity management
- Establishing standards for storing all project content
- Housing PMO content for project and portfolio managers
Module 4 – Setting Up the PMO Team, Roles & Responsibilities
- PMO Structure
- Set Up of PMO Steering Committee
- PMO Linking Pins - Elected Representatives, Business & IT Managers
- Lean- PMOs Members
- PMO at Portfolio, Program & Project Level
- PMO Teams Members
Module 5 – Managing Project Training and Support for PMOs
- Balancing project staffing and career development
- Structuring project knowledge management
- Mentoring and coaching project managers' skill development
- Building strong project / portfolio management competencies
- Performing independent project audits to encourage growth and learning
- Providing project recovery assistance to meet goals
Module 6 – Applying Performance Measures for PMOs
- Defining Key Performance Indicators (KPI)
- Incorporating Earned Value Management (EVM) to KPI
- Measuring project costs and benefits against the plan
- Establishing KPI roles and responsibilities
- Collecting and reporting on exceptions
- Assessing current at-risk projects / portfolios
- Providing leadership with performance reports
DAY 3Module 7 – Ensuring Proper PMO Governance
- Selecting and implementing a governance model
- Defining governance roles and responsibilities
- Providing guidance and control
- Structuring and developing PMO roles and responsibilities
- Validating compliance to standards and regulations
- Ensuring the "projects are done right"
- Facilitating project portfolio management
- Promoting and funding for the next project phase
Module 8 – Implementing Change and Continuous Improvement for PMOs
- Rolling out controlled change for positive adoption
- Fostering project management image and culture
- Evolving the PMO maturity framework
- Incorporating best practices
NoteActivities on high team interaction and role-plays will be incorporated during training session with all participants to further facilitate and strengthen candidates understanding on Project Management Office (PMO) concepts and methodology in an overall manner.
Programme scope, delivery arrangements and suitability are confirmed during enquiry.