Establishing and Operating a Project Management Office (PMO)
26-hour Course Brochure
Across the globe, organizations are spending increasing sums of money on executing projects and programs. Managing change successfully has become a significant factor in organizational success, and investment in projects and programs is integral to that success. However, many organizations still struggle to achieve success with the majority of their projects and programs. Some believe that the effort and money spent in implementing PMOs has made a big difference in the level of success achieved in executing projects and programs. The Project Management Office (PMO) is one of the fastest growing concepts in project management today, as it is key to effective implementation of project management across the organization. Effective PMOs come in varying shapes and sizes, from simple support offices to full centers of excellence .
All personnel who have fair knowledge of project management knowledge, and practices, PMO leaders, and members, senior project managers, CIOs, and vice presidents.
Hands on experience with Project Management and Operations Management are a prerequisite.
The course provides the fundamental information required to identify and quantify the need for a project office and then provides the tools, techniques and processes to successfully implement and operate. The attendees will learn:
• What a project office is and the functions/services it provides
• Develop a design for an effective project office environment
• Develop a vision and charter of a Project Management Office (PMO)
• Evolve a PMO to improve project success
• Standardize project management processes and templates
• Design and develop infrastructure and support processes
• Evolve PMO maturity through continuous improvement
1. Introduction and PMO Principles
Achieving business objectives
What is PMO?
PMO History view
PMO maturity model
2. Approach to ‘Getting the Best from the investment in PMO’
Who are the key stakeholders and define their problems
Assess the current state of PMO provision
Create a PMO model vision statement and outline blueprint
What performance improvement can be expected Develop the business case
Funding, including running cost, and calculating ROI
3. Implementing or Re-energizing a PMO
Run it as a project or a program
Project lifecycle phases
PMO implementation approach
Stage 1: assessment, buy-in to the problems and solution, charter
Stage 2: identifying the "as is" available information on project delivery and the tactical "what should be"
Stage 3: raising the visibility of project delivery progress
Stage 4: EPM tool identification, selection, implementation and conversion
Stage 5: becoming an "ROI engine" and implementing system connectivity
4. Selecting the Right PMO Model
What is a PMO model?
Integrating the PMO model with the organization
Sizing an tailoring the PMO model
Maturity and Evolution of the PMO model
5. PMO Functions and Services
Building a PMO maturity model
6. Perform the Basic PMO Functions
Development Project Management Methodology
Project Administrative Support
Project Training, Mentoring, and Consultancy
Executive Information Services
7. Operating a PMO
8. Resource Management
Organization and structure
Facilities and equipment support
Roles and responsibilities within PMO
9. Change Management
What is Change Management?
Clash and harmony of the two perspectives (organizational and individual change management) Critical Elements for Managing Change Project Change Triangle – PCT Model
10. Why PMO Implementations Fail The “right” process, people, tools, data, reporting system, and the “wrong” result Critical Success Factors (CFSs) for Implementing a PMO
PMO best practices
11. PMO Service Support
Establishing a help desk
12. Enhancing your PMO
Deming improvement cycle
The OPM3® cycle
How would you apply OPM3®?