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Certified PMO Professional
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English
Intermediate
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Course Overview
This is a practical course which utilises a case study and the participants own situation to give a practical understanding to the theory covered.
Organisations around the world are implementing formal project management processes and disciplines to deliver their work initiatives on time, within budget and to an agreed upon level of quality. Part of the ability to execute better, faster and cheaper comes from the ability to implement common processes and practices across your entire organisation.
When that happens there is no learning curve for the project manager and the team members as they transition from one project to another. Many organisations have accomplished this through a centralised organisation that is responsible for developing and deploying the common project management methodology.
These groups are often referred to as a “Project Management Office (PMO)”, “Project Office” or “Project Management Centre of Excellence”. Setting up a PMO may seem like a daunting task, but this class can help by providing a logical model for setting up a PMO and using the PMO to deploy project management products and services throughout the organisation.
Organisations around the world are implementing formal project management processes and disciplines to deliver their work initiatives on time, within budget and to an agreed upon level of quality. Part of the ability to execute better, faster and cheaper comes from the ability to implement common processes and practices across your entire organisation.
When that happens there is no learning curve for the project manager and the team members as they transition from one project to another. Many organisations have accomplished this through a centralised organisation that is responsible for developing and deploying the common project management methodology.
These groups are often referred to as a “Project Management Office (PMO)”, “Project Office” or “Project Management Centre of Excellence”. Setting up a PMO may seem like a daunting task, but this class can help by providing a logical model for setting up a PMO and using the PMO to deploy project management products and services throughout the organisation.
Key Takeaways
1
Understanding the importance, merit and value of PMOs.
2
Comprehend PMP lifecycle and the overall impact on the organization.
3
Identify the PMO implementation steps, ranging from a single project based PMOs to enterprise wide PMOs.
4
Delineate and describe PMOs distinct roles in a single and networked context, as well as across different organization levels.
5
Learn new tools and techniques that were not used before in the PMO sphere.
Association of Senior International Project Managers
The Association of Senior International Project Managers™ is a worldwide Professional Management organization with members in many countries hosting and organizing certification training worldwide and offering our exclusive board certification designations to candidates who meet the high standards in the field of Project Management. ASIPM and its parent organization the International Academy of Business and Financial Management (IABFM – www.iabfm.org) is internationally accredited by ANSA – The American National Standards Institute. The ASIPM consist of all SIPM holders, including thousands of existing CIPM and MIPM certified professionals who will be joining in with the new designation. The association is also open for membership to all PMI, IPMA and PRINCE 2 designated professionals world wide, as well as holders of graduate degrees in Project Management.
Course Outline
Module 1
Understanding the PMO Framework
→ From OPM to PMO
→ OPM (Organizational Project Management) Framework
→ Portfolio, Program, Projects and OPM
→ Aligning projects & strategy: Ensuring strategy is understood and how to align strategy to projects
→ Knowledge Management, Talent Management & OPM
→ OPM Governance
→ OPM Implementation & OPM Ongoing operations
→ Overview & defining the PMO: What works and doesn’t work
Workshop 1: Understanding the PMO Framework
→ OPM (Organizational Project Management) Framework
→ Portfolio, Program, Projects and OPM
→ Aligning projects & strategy: Ensuring strategy is understood and how to align strategy to projects
→ Knowledge Management, Talent Management & OPM
→ OPM Governance
→ OPM Implementation & OPM Ongoing operations
→ Overview & defining the PMO: What works and doesn’t work
Workshop 1: Understanding the PMO Framework
Module 2
Assess PMO Maturity, Culture and Defining an Attainable PMO Roadmap
→ Assessing PPP (Project, Program, Portfolio) Domains
→ Assessing OPM Maturity
→ Assessing Organizational Culture
→ PMO Best practices
→ The evolution from project to portfolio: Examining your projects and understanding projects from a portfolio perspective
→ PPM in the strategic PMO: Where strategic planning meets project execution
Workshop 2: Assessing the potential PMO (Project, Portfolio and Program Management) into the PMO
→ Assessing OPM Maturity
→ Assessing Organizational Culture
→ PMO Best practices
→ The evolution from project to portfolio: Examining your projects and understanding projects from a portfolio perspective
→ PPM in the strategic PMO: Where strategic planning meets project execution
Workshop 2: Assessing the potential PMO (Project, Portfolio and Program Management) into the PMO
Module 3
Creating a PMO Implementation/Improvement Path
→ Combining OPM Maturity Best Practices and Organizational to create the PMO required capabilities
→ The evolution from project to portfolio: Examining your projects and understanding projects from a portfolio perspective
→ Types of PMO’s
• Directive PMO’s
• Supportive PMO’s
Controlling PMO’s
→ Change Management for PMO
→ A suitable Organisational structure for the PMO
→ Processes, Standards & Methodologies: Leveraging Assessment Results
→ Role of the PMO in the maturity assessment process Processes & Standards
Workshop 3: Identifying a PMO Implementation/Improvement Path
→ The evolution from project to portfolio: Examining your projects and understanding projects from a portfolio perspective
→ Types of PMO’s
• Directive PMO’s
• Supportive PMO’s
Controlling PMO’s
→ Change Management for PMO
→ A suitable Organisational structure for the PMO
→ Processes, Standards & Methodologies: Leveraging Assessment Results
→ Role of the PMO in the maturity assessment process Processes & Standards
Workshop 3: Identifying a PMO Implementation/Improvement Path
Module 4
Establishing a Project Management Methods/Methodologies & PMO Governance
→ What are the elements of a sound OPM/PMO methodology:
→ Understanding how Project Management Best Practices is leverage to create a methodology
→ Overview Predictive and Empirical Methods (AGILE vs TRADITIONAL?)
Identify the correct methodology
• Develop your best practice methodology
Implementing the methodology
→ A governance framework: Understanding the role and responsibilities that goes with project and PMO Governance
Workshop 4: Develop the Governance Structures
→ Understanding how Project Management Best Practices is leverage to create a methodology
→ Overview Predictive and Empirical Methods (AGILE vs TRADITIONAL?)
Identify the correct methodology
• Develop your best practice methodology
Implementing the methodology
→ A governance framework: Understanding the role and responsibilities that goes with project and PMO Governance
Workshop 4: Develop the Governance Structures
Module 5
The PMO’s Role in Competency & Development of Value
→ The evolution from project to portfolio:
How a PMO can do from project to program to portfolio management
→ Leveraging PMO maturity and capabilities to create a sustainable environment.
• The organisation has no project and/ or program management skills or experience
• The organisation is able to recognise projects and/or program, but has little structured approach to dealing with them
There may be areas that are beginning to use standard approaches to projects and/or programs but there is no consistency of approach across the organisation
• There will be a consistent set of standards being used across the organisation with clear process ownership
• The organisation monitors and measures its process efficiency, with active interventions to improve the way it delivers based largely on evidence or performance based information
• The organisation will be focussing on optimisation of its quantitatively managed processes to take into account changing business needs and external factors
→ Role of the PMO in the maturity assessment process
Workshop 5: PMO Capabilities and Maturity levels
How a PMO can do from project to program to portfolio management
→ Leveraging PMO maturity and capabilities to create a sustainable environment.
• The organisation has no project and/ or program management skills or experience
• The organisation is able to recognise projects and/or program, but has little structured approach to dealing with them
There may be areas that are beginning to use standard approaches to projects and/or programs but there is no consistency of approach across the organisation
• There will be a consistent set of standards being used across the organisation with clear process ownership
• The organisation monitors and measures its process efficiency, with active interventions to improve the way it delivers based largely on evidence or performance based information
• The organisation will be focussing on optimisation of its quantitatively managed processes to take into account changing business needs and external factors
→ Role of the PMO in the maturity assessment process
Workshop 5: PMO Capabilities and Maturity levels
Module 6
Delivering Business Results Via the PMO
→ Business Intelligence
→ Make trade-offs between many desirable opportunities
→ Effectively estimate resource capacity against resource demand
→ Better understand project interdependence
→ Effectively handle the requests of project and functional managers for more time, money, and resources
→ Evaluate the inherent value and risk of projects in the portfolio
→ A PMO Dashboard
Workshop 6: Is your PMO Performing?
→ Make trade-offs between many desirable opportunities
→ Effectively estimate resource capacity against resource demand
→ Better understand project interdependence
→ Effectively handle the requests of project and functional managers for more time, money, and resources
→ Evaluate the inherent value and risk of projects in the portfolio
→ A PMO Dashboard
Workshop 6: Is your PMO Performing?
Module 7
Developing The Enterprise PMO
→ Staffing the strategic PMO: Understanding the roles and responsibilities for the Strategic PMO
→ Rolling out the strategic PMO
• Identify the People
• Define the Processes
• Making it Happen
→ Developing and maturing the Enterprise PMO
Workshop 7: Develop your PMO into an Enterprise PMO
→ Rolling out the strategic PMO
• Identify the People
• Define the Processes
• Making it Happen
→ Developing and maturing the Enterprise PMO
Workshop 7: Develop your PMO into an Enterprise PMO
Module 8
Lesson Learnt from the Case Studies
→ Success factors and failure points in developing a PMO
→ What can we learn from the research
Workshop 8: Putting everything together (E2E) + Review the Case Study
→ What can we learn from the research
Workshop 8: Putting everything together (E2E) + Review the Case Study
Who Should Attend?
This highly practical and interactive course has been specifically designed for
→ PMO/PM/PgM/PfM professionals
→ Managers, project stakeholders and PMOs
→ Senior consultants involved in projects and/or organizational change
→ PMO/Project/Program/Portfolio beneficiaries and sponsors
→ Directors of projects and programs
→ Members of PMO core teams
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FAQ
What language will the course be taught in and what level of English do I need to take part in an LEORON training program?
Most of our public courses are delivered in English language. You need to be proficient in English to be able to fully participate in the workshop and network with other delegates. For in-house courses we have the capability to train in Arabic, Dutch, German and Portuguese.
Are LEORON Public courses certified by an official body/organization?
LEORON Institute partners with 20+ international bodies and associations.We also award continuing professional development credits (CPE/PDUs) for:1. NASBA (National Association of State Boards of Accountancy) 2. Project Management Institute PDUs 3. CISI credits 4. GARP credits 5. HRCI recertification credits 6. SHRM recertification credits
What is the deadline for registering to a public course?
The deadline to register for a public course is 14 days before the course starts. Kindly note that occasionally we do accept late registrations as well, but this needs to be confirmed with the project manager of the training program or with our registration desk that can be reached at +1071 4 1075 5711 or [email protected].
What does the course fee cover?
The course fee covers a premium training experience in a 5-star hotel, learning materials, lunches & refreshments, and for some courses, the certification fee and membership with the accrediting bodies.
Does LEORON give discounts?
Yes, we can provide discounts for group bookings. If you would like to discuss a discount on a corporate level, we will be happy to talk to you.