* All fees are exclusive of vat ** PREMIUM - Customize your learning experience
Many organizations today must manage multiple projects or portfolios. This course provides you with the skills to build an effective Project Management Office. You learn how to structure a Project Management Office that provides a means of centralization and standardization and greater project oversight.
What Do Participants Learn?
Develop a vision and charter of a Project Management Office
Evolve a PMO to improve project success
Standardize project management processes and templates
Automate processes in Project Portfolio Management tools
Enhance alignment of project management with portfolio management
Evolve Project Management Office maturity through continuous improvement
Who Should Attend?
Those working in a portfolio management capacity
Anyone who is interested in Project Management
What Will the Learning Experience Include?
Comprehensive pre-program activities include:
Web-based information forms & surveys completed by attendee.
Direct consultation with the attendee about the expectations.
During the training, participants engage in data, activities, and conversations that lead to insight and knowledge.
Participants learn from expert trainers who have both academic and business experiences.
Highly applicable training content & instructive activities for adding depth to training topics.
**A half-day site visit for integrating the experience & plan next steps. Opportunities to provide connections, ideas & support.
Explore & Practice
Apply & sustain the learning experience by using this ongoing support:
To ensure participant has new skills or behavior progress.
Optional, fee-based mentoring & coaching with the trainer.
Training materials & additional documents (e-books, pdf files, presentations and articles)
Evaluate your training experience by giving us feedbacks and help us to reach our organizational goals.
Day One: Identifying the Value of a PMO and Building a Case for PMO
Why you need a Project Management Office (PMO)
Developing a PMO vision statement
Creating a PMO charter
Examining different maturity levels
Leveraging a framework to assess the maturity
Considering the current state of project and portfolio management
Defining the to-be state
Analyzing the gap between the current and to-be state
Constructing an approach for each maturity criterion by selecting the right combination
Establishing PMO responsibilities within the organization
Developing a roadmap to mature the Project Management Office
Section Two: Standardizing and Automating Project Management Processes
Recognizing the benefits of standardization
Building (updating) processes for your environment
Developing standard document templates
Bridging Doing the Right Projects with Doing the Project Right
Researching, recommending and selecting the right PPM tool/features
Linking project management and portfolio management with a PPM tool
Centralizing resource and capacity management
Connecting PPM with a financial management system
Establishing standards for storing all project content
Automating collaborative processes with tools
Housing PMO content for project and portfolio managers
Benefiting from integrating the PPM
Section Three:Managing Project Training and Support
Balancing project staffing and career development
Structuring project knowledge management
Mentoring and coaching project skill development of project managers
Building strong project/portfolio management competencies
Performing independent project audits to encourage growth and learning
Providing project recovery assistance to meet goals
Section Four: Applying Performance Measures
Defining Key Performance Indicators (KPI)
Incorporating Earned Value Management (EVM) to KPI
Measuring project costs and benefits against the plan
Establishing KPI roles and responsibilities
Collecting and reporting on exceptions
Assessing current at-risk projects/portfolios
Providing leadership with performance reports
Section Five: Ensuring Proper Governance, Implementing Change, and Continuous Improvement
Defining governance roles and responsibilities
Providing guidance and control
Validating compliance with standards and regulations
Ensuring the projects are done right
Facilitating project portfolio management
Promoting and funding for the next project phase
Rolling out controlled change for positive adoption