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
