Building and Sustaining an Effective Project Management Office (PMO): A Journey for Success

Creating a Project Management Office (PMO) is one of the most powerful steps any organization can take to integrate the processes and tools that enable organizational mastery of project management. In addition to the tactical benefits a PMO can provide, it can also offer a compelling strategic advantage by helping teams collaborate, create, learn, and harvest the expertise from their projects so that it may be re-used by others.

There are specific actions that can be taken to assure a comprehensive, realistic, appropriate project management support function that adds value, not overhead. This course outlines three steps that address how to define, implement, and manage a PMO as a strategic function within the organization that adds immense value.

Objective

The course provides participant with an in-depth:

• Understanding on the approach to defining the appropriate PMO for an organization.
• Guidance to help prevent critical omissions in conceptualizing a PMO.
• Awareness of the multiple inputs from a wide variety of people in the organization to ensure the PMO is well defined in alignment with the organization’s needs and wants.
• Ability to Create, Document and Validate a PMO Charter
• Ability to develop an implementation plan that addresses the PMO in terms of the organization, infrastructure and institution.
• Knowledge on the way to manage a PMO taking into account the ability to create and sustain customer responsiveness and delight, process efficiencies appropriate to the organization, a focus on the future trends and employee retention.

The course will provide a PMO working journal where key learning points, and action plan can be captured, so the participants can apply the acquired knowledge and skills immediately upon return to work. Post course support is also available in relation to the implementation of the action plan, up to six (6) months following the course completion.

Course Outline

1.0: Define the PMO

1.1Rationale for a Project Management

Office

1.1.1 Purpose & Definition

1.1.2 Vision & Mission

1.2 Organizational Considerations

1.2.1 Values & Behaviors

1.2.2 Strategic Business Drivers

1.2.3 Project vs. Program vs. Portfolio

1.2.4 PMO Capacity

1.2.5 Environmental Issues

1.2.6 Service Levels

1.2.7 Formal PMO Organizational Models

1.2.8 Scope of Authority

1.3 Potential Functions

1.3.1 Process Development & Integration

1.3.2 Tools & Templates

1.3.3 Project Team Support

1.3.4 Project & Program Planning Support

1.3.5 Project & Program Execution Support

1.3.6 Portfolio Management Support

1.3.7 Organizational Training

1.3.8 Intellectual Capital Management

2.0 Implement the PMO

2.1 Validation

2.1.1 Goal Setting

2.1.2 Executive Support

2.1.3 Budget

2.1.4 Implementation as a Project

1. Organization

2.2.1 Charter

2.2.2 Leadership

1. Skill Sets & Staffing
2. Roles & Responsibilities

2.3 Infrastructure Requirements

2.3.1 Location

2.3.2 Operating Guidelines

2.3.3 Methods & Standards

2.4 Integration

2.4.1 Managing Communications

2.4.2 Phased Implementation

2.4.3 Barriers & Enablers

2.4.4. Transition to Managing the PMO

3.0 Manage the PMO

3.1 Environment

3.1.1 Performance Standards

3.1.2 Metrics

3.1.3 Consequences

3.1.4 Job Engineering

3.2 Future Trends

3.2.1 Technology

3.2.2 Leadership