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

PMO Cheat Sheet

PMO Cheat Sheet

Q1) Where Process and Procedures that seems to conflict against the goals of the project, what can be used to determine if they are in the best interests of the project goals?
Answer) Principles

Q2) What are 'Unknown-Unknown' in Risk management?
Answer) Risks that have not been identified & will never identified until the risk has been triggered

Q3) Which PMO document is used to understand stakeholder communication requirements?
Answer) PMO Communication Management Plan

Q4) Which PMO Role is best suited to manage organizational Process Assets?
Answer) PMO Director

Q5) Where is Project or Program Control Center?
Answer) Is where the core project or program team works

Q6) The complete history of product is known as
Answer) Product Lifecycle

Q7) Which of the following is an advantage of projectized Organization?
Answer) Clear Authority

Q8) Which of the following options best describe how governance is applied once PMO governance is defined?
Answer) is continually optimized through improvement process

Q9) What term is used for the approved value of the workto be compelted in a given time?
Answer) Planned Value

Q10) Which of the options is not type of PMO according to PMI?
Answer) Informed

Q11) What is not an Organizational Structure?
Answer) Transparent

Q12) Reference to Agile PMOs is more asoiciated with
Answer)

Q13) Doing the 'right projects' is referring to
Answer) Portfolio management

Q14) The manager responsible for the work of a business function, business line or organization unit is known as:
Answer) Functional Manager

Q15) Governance Principles
Answer) Provide norms, rules and values for setting up a framework to steer management

Q16) A program is:
Answer) Set of related projects and/or sub-programs, and operations that, when managed in a coordinated way, will meet a common business objective.

Q15) A deliverable is a
Answer) Tangible and verifiable item that must be produced to complete the project.

Q16) Stakeholders should be identified and documented in:
Answer) Stakeholders register

Q17) PMO capabilities are NOT built from:
Answer) KPIs

Q18) Including within project decisions all the costs required to develop and operate the product is known as:
Answer) Life cycle costing

Q19) PMO Slack (spare time) should be used for:
Answer) Resources (time) for Knowledge management, innovation and partnering