Building and Evolving a Project Management Office

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
• Fostering project management image and culture
• Evolving the PMO maturity framework
• Incorporating best practices
• Conducting and implementing lessons learned