Since project management offices began to appear in organizations, academic researchers, project management practitioners and their organizations have been asking how best structure project management offices (PMOs), what roles, functions and leadership styles should they adopt to provide the maximum value.
High-performing Project Management Offices (PMOs) are more than three times as likely as their low-performing peers to reach their full potential in contributing business value to their organizations. In 2012, a survey from PMI (2013) showed that PMOs completed an average of US$100 million worth of projects. Additionally, they delivered around US$71 million in value by way of revenue increases and/or cost reductions. The problem is that less than 33% of PMOs reach the full potential which indicates a limited understanding in how PMOs should be defined not only at the project, program and portfolio levels but also what they do, how they do it, and the configuration that optimally supports the organizational needs of today, and tomorrow.
This course brings together the latest in academic research and best practices across the project, program and portfolio (strategic) areas into a PMO framework that will allow the attendee to understand the building blocks of project, program and portfolio management, success factors, success criteria, PMOs types, assessment of the current PMO setups in terms of SWOT and then a roadmap to strategically design and implement an integrated approach to ensure PMO alignment with organizational needs.
You will be able to design and establish PMOs from a services and capabilities perspective within the context of the organization, the project types they support, PMO functions including their ability to act as catalysts to knowledge sharing units that seed and support innovation groups whilst understanding the risks associated with long-term PMO performance. In doing so, will you will have opportunity to find out why some PMOs might perform below expectations as well as learn how to improve individual and collective PMO performance in an organization to achieve maximum business value.
This course is also designed to be hands-on, encompasses the day-to-day operational aspects of PMOs by detailing the challenges and best practices to improve communication and optimize resource utilization. You will learn how to prioritize projects, and monitor progress and budgets on a continual basis. You will take away key documents from the course that can be used immediately at your workplace to carryout PMO strategic and operational reviews, as well as the day-to-day activities.
- 1 year plus experience in project and/or program management
- 2 years plus as a PMO member or higher i.e., manager/director
- Ideally a formal PM certification such as PMP, or Prince2® or IPMA1 (Levels C or higher i.e. B or A)
- Understand the value of high performing PMOs
- Describe the different roles of PMOs in a single and networked context and across different levels of the organization
- Understand the similarities and differences of organizational project management maturity versus PMO maturity
- Hands-on experience on applying the PMO lifecycle using the detailed case study to walk through a real PMO enterprise example
- Experience establishing mandate for PMOs implementations
- Identify the steps required to implement PMOs ranging from a single project based PMO, to enterprise wide PMOs
- Learn new tools and techniques never used before in the PMO arena
Who Should Attend
- PMO Directors/PMO Managers
- Project/program management professionals Consultants (involved in projects and/or organizational change)
- Project/program/portfolio managers with expertise in PMOs
- Experienced PMO Core team
- Team exercises
- Group discussions on pertinent topics
- Detailed five day case study
- Presentations and role play
- Personal coaching (if time allows)
- Exam – 1 hour 30 minutes with 75 multiple choice questions
- Discussing the exam answers
Date and Duration
- 15-19 October, 2017
- Classroom training: 5 Days
- 35 PMI PDU’s
Bonnington Jumeirah Lakes Towers, Dubai, UAE
Certification and Requirements
The Association of International Project Management Officers (AIPMO©) is a professional international association with a researcher community representing International Project Management Offices including Project, Program and Portfolio managers involved or responsible for the determination of PMO needs, business justification, design, establishment, running including the retirement of high performing Project Management Offices.
AIPMO© exclusively facilitates and delivers global PMO certification standards and is the issuer for the IPMO-Foundation certification (IPMO-F®), the IPMO-Practitioner certification (IPMO-P), and the IPMO-Expert level certification (IPMO-E). The three levels of certifications indicate the levels of competencies for International Project Management Officers which are based on AIPMO’s IPMO Body of Knowledge© including its integrated IPMO Lifecycle Framework.
Certified IPMO-P® professionals have demonstrated, through a combination of formal training and competency assessment, that they have an in-depth understanding of PMO principles and practices including the design, implementation and operation of enterprise wide-PMOs.
- Delegates will need to take an exam and submit a completed case study before the last in-class session for marking
- Delegates will need to pass both the examination and the case study criteria to receive certification
Dr. Robert Joslin IPMO-E®, PfMP, PgMP, IEEE, CEng is a project/program/portfolio management consultant, instructor and academic researcher. He has 20 plus years in designing, initiating project and program management delivery of large scale business transformation, reengineering, infrastructure, strategy development initiatives including winning prizes for ideas and product innovation.
Previously, he has been a consultant in wide-range of industries including telecom, banking, insurance, manufacturing and direct marketing whilst working for McKinsey & Co, Logica and his own consulting company.
Robert has published many book chapters and research papers in the field of project, program and portfolio management and presents his research at conferences such as PMI research and the European management conference (EURAM). He won best paper award for EURAM – PMI and IPMA conference in 2015. Robert is the founder and organizer of the annual PMI Swiss program management conferences which is the biggest PMI event in Switzerland where researchers and senior practitioners present their latest findings. He has also recently been appointed on PMI’s core committee for the new Project Portfolio Standard V4 due in 2017 and a reviewer of the upcoming project and program standards.
In addition, Robert is a peer reviewer for research papers submitted to PMI’s Project Management Journal and the International Journal of Project Management which are the top two research journals for projects, programs and portfolios.
As a trainer/coach Robert has trained many PMO, project and program managers in Europe, USA and the Middle East including using in his own developed PMO information structuring methodology aligned and complementing the PMI standards. Robert in the process of authoring a book on Portfolio, Program and Project management Success Factors based on ten years of academic research. Robert is the co-founder of the Association of International PMOs and the co-author of the AIPMO body of knowledge©.
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
- The concept of governance
- PMO governance responsibilities
- What is adaptive alignment
- Why is it important
- Process of adaptive alignment
MODULE 3: ASSESSING THE NEED, BUILDING AND/OR EXTENDING PMO’S
- Process to determine direct and indirect business needs
- 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)
- Building PMO Business Case(s)
- Initiative specific PMO
- Organizational PMO
- Tools and Techniques
Design, Pilot and 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
- 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: CAPABILITIES TO BUILD AND RUN A PMO
- 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
5 DAY CASE STUDY
The case study has been designed to allow the participants to enact out several roles including consultant, advisor, Head of PMO, senior management and performance manager throughout the PMO lifecycle within an industry.
The participants will work in teams during to the week and follow a structure that models the types of decisions and issue associated with PMOs including the optimal placement and configuration from an enterprise perspective. As part of the case study the teams will produce key document deliverables (artifacts) and manage the types of internal and external influences on a PMO.
There will be role play and coaching throughout the week. The case study builds on the knowledge gained throughout the course and embeds the knowledge through the 30 plus exercises.