By the end of the program, participants will be able to:

• How to effectively establish, develop and maintain a PMO into a company’s organization
• Understand the role of the PMO and why it is advantageous for an organization to have a PMO
• Measure the effectiveness and efficiency of the PMO within your organization
• Define the roles and responsibilities of the PMO in assessing the project management maturity level within your organization
• Create a plan, through the PMO, to increase project management competencies within your organization
• Develop project management maturity in the organization through an organizational change management plan set up by the PMO
• Manage and control the performance of programmes and project portfolios
• Understand the PMO and organizational governance best practices
• Learn how to establish a generic PMO implementation process

The overall objective at the end of the training session is to assist delegates in assessing the needs of their companies for a PMO and designing the kind of PMO that will be most effective for their companies’ current level of project management maturity and competency. In addition, it will help them to understand what a highly functional PMO is and how to effectively establish, develop and maintain one into a company’s organization while avoiding or minimizing the bureaucracy and resistance to an effective, efficient and flexible process to be applied throughout the company

DAY 1

• The Evolution of the Project Management Office (PMO)
• The Explosive Growth of Project Management
• The Globalization of Project Management
• The PMO: A Solution to Modern, Globalized Business Challenges
• The Purpose and Functions of a PMO
• Definition of a Project Management Office (PMO)
• The Important Role of a PMO
• Benefits of Establishing a PMO
• Different Types of PMO
• PMO Types and Usage
• PMO Size
• PMO Age
• Percentage of Projects Overseen by a PMO
• Project Managers Reporting to PMO
• PMO Staff Size
• The Right Organizational Environment for a PMO
• Key Characteristics of a PMO.
• Critical Success Factors for PMO
• Project Stakeholders and PMO
• PMO Purpose
• PMO Functions
• Organization Vision, Mission/Goals and their Influence on PMO Functions
• Key Project-Focused Functions
• Key Organization-Focused Functions

DAY 2

• PMO Alignment with Organization’s Business Needs
• PMO Influence and Organizational Strategy
• PMO Influence on Organizational Operations
• Deploying Organizational Goals
• PMO Value-Added Drivers
• PMO and Business Needs
• Effective Governance for the PMO
• Define PMO Governance
• PMO Governance and Organizational Governance
• PMO Roles and Responsibilities
• Executive Sponsor
• PMO Steering Committee
• PMO Steering Committee Functions
• Chief Project Officer (CPO)
• PMO Role in Project Management Competency Development
• Project Management Maturity and PMO.
• PMO and Organizational Change
• Key Organizational Change Variables
• Barriers to Organizational Change
• Reasons for Personal Resistance
• Organizational Culture Change
• Change Failure Factors
• Change Management Roles and Responsibilities
• Assessing Organization Readiness
• The PMO Role in Program and Portfolio Management
• Project/Program and Portfolio Management
• Benefits of Program/Portfolio Management
• Program Management Characteristics
• Portfolio Management Characteristics
• Portfolio Governance
• Portfolio Opportunity Assessment
• Portfolio Prioritization Criteria
• Portfolio Monitoring
• Portfolio Monitoring Challenges
• Basics of Potfolio Monitoring
• Data Collection Methods in Portfolio Management
• Earned Value Management (EVM) Template in Portfolio Management
• Portfolio Communication
• Portfolio Re-planning
• Portfolio Management Life Cycle

DAY 3 

PMO and Resource Optimization

• The Staffing Continuum
• PMO Staffing
• Competency-Based Management
• Knowledge Building
• Experience-Building
• Personality Qualities
• The Project Manager’s Hard and Soft Skill’s Challenge
• Generally Accepted Project Management Competencies
• Professional Project Management Development Program
• Resource Timing
• Resource Governance
• Resource Capabilities
• Resource Monitoring
• Resource Mentoring
• PMO Role in Resource Management
• PMO Role in Resource Optimization

DAY 4 

Measurement of The PMO’s Effectiveness

• Organizational Change and PMO’s Effectiveness
• Effectiveness Measurement Overview
• Barriers to Successful Measurement
• Project Management Measurement Framework
• Measurement Planning
• Establishing and Updating Measures
• Effective Measurement
• Performance Measurement
• Data Analysis
• Performance Analysis
• Performance Reporting
• Continuous Improvement

DAY 5

The PMO Implementation Process

• Conduct Assessment
• Identify Sponsor
• Prepare Communication Plan
• Creating the PMO Charter
• Defining PMO Vision and Mission
• Integrating applicable organizational policies
• Defining PMO Functions, Roles and Responsibilities
• Establishing PMO Policies, Processes and Procedures
• Providing Company-Approved Processes and Tools
• PMO Resource Estimation Process
• Estimating PMO Start-Up Cost
• Obtain Funding and Staffing the PMO
• Developing a Preliminary PMO Implementation Plan
• Implementation Problems Identification
• Implementation Challenge
• Encouraging Project Management Professional (PMP) Certification
• Group Discussions, Practical Exercises, and Case Studies

Contracts, Purchasing, and Project Personnel, Engineering, Operational, and Maintenance Personnel, Project and Contracts Management Professionals, Tendering, Purchasing, Contract Administration Professionals and Personnel, Engineering, Operational, Finance, Maintenance Professionals, Managers and executives in the procurement, finance, legal, risk and supplier relations department, Business Managers, Commercial staff, Project Engineers, Procurement staff, Legal staff, Contracts analysts & Officers, Contract Leaders & Engineers, Cost & Planning Engineers, Contract Administrators, Contracting Unit Supervisors, Contract Strategists, Project Managers, General Managers involved in contract negotiation and disputes, Commercial Managers, Buyers, Purchasing Managers, Tenders Managers, Supply Chain Managers & Executives, Procurement Managers & Personnel, Construction Managers.