Managing an Enterprise PMO with PMI’s Standards

Objective

Project Management Offices have become increasingly popular in the past few years, as companies are more than ever striving to optimize the execution of internal processes and projects and drive out unnecessary cost wherever possible. Establishing a PMO is viewed by many organizations as a critical success factor for the alignment of projects with business strategies, for effective project management, and for project portfolio reporting to key stakeholders. It is becoming very difficult to gain the required cost efficiencies without a Project Management Office in place, especially as companies make the shift to project-driven organizational models.

Day 1 of the course introduces participants to the purpose and benefits of a PMO, guides students through the process of evaluating organizational maturity, discusses how to select a PMO model, and covers the development of a PMO implementation plan and budget.

Day 2 of the course discusses management of the PMO, covers the training needs and operational issues relevant to successful PMO implementation, and examines the cultural changes necessitated by PMO implementation.

Who Should Attend?

CEOs, CIOs, IT and Business Directors, as well as Project Managers and Program Managers, who want to learn more about this important function, and are ready to establish a PMO in their organization. Existing PMO staff should also attend this course and assess the current effectiveness of their PMO activities.

Course Outline

Day One

Introduction

• Participant introductions
• A PMO Implementation Journey
• Experience with PMO issues
• Course objectives
• Project evaluation exercise
• PM vs. PMO

Problem Statement

• Problem areas that can be addressed by the implementation of a PMO
• PMO Project Charter exercise

Assessment of the current organization

• SEI CMM/CMMi for assessments and process improvement
• A real assessment – process and results
• Maturity assessments – statistics and profiles
• Project Management Maturity Models for assessments and improvement
• PMI Organizational Project Management Maturity Model (OPM3)
• A PMO Maturity Model

Selecting a PMO Model

• Determining initial PMO roles and goals
• Which Project Office Model?
• Project Office Models
• Model 1 – Project Control
• Model 2 – Organizational Project Control
• Model 3 – Enterprise Project Management

Develop PMO Plan and Budget

• A PMO Implementation approach
• Phases and steps required to implement a PMO

Day Two

Operational Management of the PMO

• Strategic Planning and Alignment
• Strategic planning methodologies
• PMI Portfolio Management Standard
• JAD for strategic planning
• Keys to effective strategy implementation
• PMI Program Management Standard
• Tactical Planning and Project Selection
• Sarbanes-Oxley considerations

Training and Ongoing Operations

• Training programs
• Certification programs
• Staffing the PMO
• PMO Services to the organization
• Suggestions for PMO success
• Resource Management
• ERM and EPM
• Process Management
• PMI PMBOK® Guide
• Methodologies
• Business and Technical controls
• PMI and QAI
• Tool Support
• Process Management tools
• Project Management tools
• Reporting
• Project performance

Changing the Culture of the Organization

• A parallel project
• A methodology for change management

A PMO Maturity Model

• Available resources
• PMO performance reports

Course Wrap-up

• Lessons learned from past PMO implementations
• Tips for success
• What senior management can do to improve projects
• PMO Critical Success Factors