PROGRAM MANAGEMENT OFFICE FUNDAMENTALS (PMO)

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COURSE OVERVIEW

Provides an all-encompassing overview of Program Management Office (PMO) principles and best practices presented in a clear and concise format.   Project Management Office Fundamentals course is designed to equip delegates with a working understanding of how PMOs function, their role within an organization, key strategic drivers and required support, evaluate and work with PMO stakeholders, identify processes and highlight capabilities required to align with agreed strategies.  Will identify the potential benefits of implementing PMO and highlight the key roles and associate skills required for the successful operations of the PMO.

COURSE OBJECTIVES

By completely attending this course, participants will be able to:

  • Understand the key strategic drivers that underpin the required support for PMOs
  • Evaluate the strategic alignment to ensure continual linkages between the PMO and the organization’s strategy
  • Conduct the following exercises to provide hands-on applications including:
    • Create or validate the vision for the PMO
    • Evaluate PMO stakeholders
    • Facilitate solutions
    • Identify and prioritize key processes and capabilities (aligned with the strategy)
    • Develop (high-level) steps to implement or enhance PMO capabilities
  • Optimize the benefits of establishing your PMO by effectively articulating and practicing the PMO implementation roadmap

TARGET COMPETENCIES

  • Program Management Office (PMO) Implementation and Strategic Integration.
  • Client Management.
  • Project Knowledge Management.
  • Communications Management
  • Resource Management.
  • Project Selection Process.
  • Establishing and Implementing a PMO.

Project managers and professionals working or planning to evaluate and setup PMOs for their organizations. Also, Professionals include project managers, project staff and individuals who need to gain an understanding of the PMO will benefit by attending this course.

A variety of methodologies will be used, including presentations, discussions, individual exercises, small and large group exercises, practical case studies and psychometrics.

A PMO is intended to serve as a centralized and coordinated management hub for all organization’s projects, with the goal of increasing project efficiencies as well as creating project management standards.

OVERVIEW

  • Defining the Program Management Office
    • PMO in Project and Business Environments.
    • Benefits of a PMO.
    • PMO Activities.
  • Justifying The Program Management Office
    • Justification Method.
    • Cost-Benefit Analysis.
  • The Program Management Office in the Organization
    • The Functional Organization.
    • The Projectized Organization.
    • The Matrix Organization.
    • PMO Capability Level.

THE CENTRAL ORGANIZER

  • Customer Management.
    • The PMO’s Customers.
    • Customer-Centric Approach for the PMO.
    • The PMO’s CRM Activities.
    • Performance Measure for Customer Relationship.
    • Aim for Excellent Customer Management.
  • Vendor Management
    • The PMO’s Vendor Management Tasks.
  • Communications Management
    • The Concept of Communications Management
    • Communication Channels.
    • Communications Audience.
    • The PMO’s Communication Roles.

THE CENTRAL ORGANIZER (Continued)

  • Project Office Management.
    • Project Governance.
    • Project Planning and Milestone Delivery.
    • Project Administration.
  • Project Knowledge Management.
    • What Is Knowledge Management?
    • Advantages for the Organization.
    • The PMO’s Knowledge Management Roles.
    • Implementing the Knowledge Management System.
  • Project Management Training
    • Reasons for Training
    • Developing a Training Program That Works
  • Project Resource Management
    • The PMO’s Resource Management Role.
    • Resource Scheduling

PROCESSES

  • Project Selection.
    • How to Select the Projects.
    • The Basic Types of a Project Selection Model.
    • Establishing the Project Selection Model.
  • Controlling Project Progress.
    • Why Use a Gateway Review?
    • The Different Stages in the Gateway Review.
  • Program Monitoring and Control.
    • The Monitoring Process.
    • Program Status Reporting.
    • Program Control.
  • Project Audit
    • The PMO’s Role in Project Audit
    • Project Audit Methodology
  • Systems To Drive The PMO
    • Introducing the New System
    • Integrating the Disparate Systems
    • Getting the Desired System

A BUSINESS DIVISION

  • Establishing A PMO
    • The PMO Charter
    • Determining PMO Staffing
  • Implementing A PMO
    • Implementing a Lasting Transformation
    • Dealing with Change in Integrating the PMO
    • Integrating the PMO into the Organization
    • Monitoring PMO Performance
    • Key Performance Indicators
  • Leadership In A PMO
    • The Role of a Leader
    • PMO Manager Versus Project Manager
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