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Implementing A "PMO-3" (Portfolio, Program or Project Management Office)

COURSE OVERVIEW:

This 2 day (16 classroom hour) seminar is intended to introduce the key concepts and fundamentals necessary for participants to successfully implement a Portfolio, Program and/or Project Management Office in their organization. With Project Management as a delivery method here to stay, this course is designed to structure the organization to take full advantage management by projects has to offer in today’s highly competitive, “time-to-market” driven economy.

WHO SHOULD ATTEND?

CEO’s, CFO’s, COO’s, CIO’s, Senior Functional Managers, Managers of Project Managers, or other operations or projects professionals who are responsible for change management within an organization.

WHAT YOU WILL ACHIEVE:

An understanding of how Portfolio, Program and Project Management Offices form the backbone to making your organization responsive and competitive in today’s market;
The 5 Incarnations or Models Project Management Offices can assume;
10 Steps to implement successful PMO’s in your organization;
Setting realistic and achievable time frames to implement PMO’s;
The importance of “performance based” compensation systems;
What to expect from successful PMO’s;
How to use Earned Value Management as a key element of the pay for performance concepts;
How to measure project performance at all levels using 360 or Balanced Scorecard methods.

WHAT YOU WILL LEARN:

Glossary of Terms- What is the language of Portfolio, Program and Project Management Offices;
Roles and Responsibilities of the Portfolio Manager- What is the role of the Portfolio Manager to ensure that management by projects is successful in the organization;
Roles and Responsibilities of the Program (Operations) Manager- What is the role of the Program (Operations) Manager to ensure that management by projects is successful in the organization;
Roles and Responsibilities of the Project Manager- What is the role of the Project Manager to ensure that management by projects is successful in the organization;
The “Weather Station” Model- The advantages and disadvantages of developing a PMO as a monitor/predictor of the future;
The “Control Tower”, “War Room” or “Project Police” Model- The advantages and disadvantages of adopting a model based on an airport control tower model;
The “Resource Pool” Model- The advantages and disadvantages of using the PMO as a pool of internal subject matter experts;
Internal Consultant/Mentor Model- The advantages and disadvantages of a PMO as a source of mentors.;
External Consultant or “Skunk Works” Model- The advantages and disadvantages to structuring a PMO after the “Skunk Works” or “Apple Macintosh” approach;