IPMO Course Outline

MODULE 1: BUILDING THE CONTEXT AND NEED FOR PMO’S

• How Organizational Vision, Mission and Operational Objectives are linked to the realization of organization strategy through portfolios comprising of projects and programs
• How project, program, product and portfolio life cycles are related
• Functional, matrix and projectized organizations
• Challenges and risks associated with projects, programs and portfolios
• Project Methodologies – pros, cons and risks associated with knowledge based, procedural and competency based methodologies
• Complexity and the need for principle based methodologies
• Understanding the difference between project management success and project success
• Success factors and success criteria – what they are and how to select the right ones to achieve success
• Type 1 and Type 2 errors – impact on project, program and portfolio success
• Stakeholders and their impact on PMO performance and project success
• ‘Constantly changing factors’ and the impact on projects, programs and portfolios
• The historical requirement for PMOs
• History and evolution of PMOs (tactical vs strategic)
• Mapping project, program and portfolio success factors to the PMO function
• Why organizations are now giving senior management attention to fully understanding the potential of PMOs in both single and in a multi-PMO construct.

MODULE 2: PMO LIFECYCLE TO BUILD AND RUN PMO’S

Introduction to the PMO Lifecycle Framework

• Definition of capability, service and how they are applied within the PMO context

Business Strategy and Environmental Enterprise Factors

• Definitions and what they are
• Describe how they influence PMO needs, design and running of PMOs
• Techniques to categorize impacts and approaches to leverage opportunities and reduce threats

Governance

• The concept of governance
• PMO governance responsibilities

Adaptive Alignment

• Definition
• What is adaptive alignment
• Why is it important
• Process of adaptive alignment

MODULE 3: ASSESSING THE NEED, BUILDING AND/OR EXTENDING PMO’S

Business Needs

• Process to determine direct and indirect business needs

Identification/Evaluate/Strategize

• Identification of existing PMOs and potential PMO need
• Evaluate existing and new PMO opportunities within organizational context
• Strategize – How (PMOs will best fit and support organizational needs)

Business Justification

• Building PMO Business Case(s)
• Initiative specific PMO
• Organizational PMO
• Tools and Techniques

Design, Pilot and Implement

• Design
• Pilot
• Implement
• Defining metrics and tools
• Planning for Quality (QA and QC)
• Leveraging Organization Process Assets

MODULE 4: RUN, MONITOR AND CONTROL ONE (OR MORE) PMO’S

Run PMO’s

• PMO Operations handbook
• PMO Services and Capabilities handbook
• Identifying and supporting troubled projects

Monitor, Adjust (Change) & Control

• Proactive and Reactive aspects of PMOs
• Assessing PMO maturity levels
• Managing and Controlling Quality

MODULE 5: TRANSFORM/RETIRE PMO’S

• Reason why PMOs are retired
• Detailed process to close a PMO
• Tools to support the closing processes
• Facilitation of PMO Lessons Learned Discussions
• Guidelines for transforming a PMO into another entity

Module 6: PMO Success and PMO Maturity

• PMO Success
• Is PMO Success a Good Term to Use
• How to View PMO Success
• Ways to Measure PMO Success
• PMO Maturity
• Defining maturity
• Maturity models
• Defining maturity metrics
• Supporting an assessment process
• Defining the ‘to-be’ state
• Analyzing gaps
• Link between PMO Maturity and PMO Success
• Insights into current research

MODULE 7: CAPABILITIES TO BUILD AND RUN A PMO

• Strategy
• Business
• Project/Program Management/Portfolio related
• Service/Capability Management

MODULE 7: EPONYMOUS LAWS, THEORIES AND LATEST PROJECT MANAGEMENT & PMO RESEARCH

• Definitions of a eponymous law, theory and phenomenon
• Examples of eponymous laws that apply to project management
• Use of theories in academic research
• Single and Double loop learning systems
• Applying system dynamics to model processes, contracts etc. to understand throughput and constraints before they happen
• PMO hot research topics and top 10 findings
• Managing management expectations on PMOs and how to stay relevant
• Reasons why PMOs average life is only 2 years and how to adapt to increase the PMO’s value proposition
• What comes after PMO certification in your career development