Course Description
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?
- Managers
- Supervisors
- Executives
- Those working in a portfolio management capacity
- Anyone who is interested in Project Management
What Will the Learning Experience Include?
Phase: 1
Introduce
- 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.
Phase: 2
Explore & Practice
Phase: 3
Apply
- 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.
- Participant's Evaluation
- Trainer's Evaluation
Phase: 4
EVALUATE
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