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PMO director level

Highest level of PMO knowledge

Course Description

The course covers topics within strategy formulation and strategy execution, especially frameworks, organizational design, PMO topologies, and PMO services topologies. During the course, any attendee can use their own organization’s PMO environment as input to the assessment of PMOs guided by the AIPMO’s framework which uses multiple techniques. This work is then further developed as part of the daylong workshop where if you chose you can develop your organization’s strategic design and optimized PMO topology/PMO services topology. Throughout the course, the content of AIPMO’s Body of Knowledge is covered, which comprises of a series of books covering PMO Principles, Portfolio, Program, and Project Principles, PPP/PMO Techniques and Tools, PMO Services and Capabilities, and PMO standard plus references to other books. As a PMO expert, you will be able to assess PMOs in operation within the context of your organization, the project types they support, appropriate leadership styles, and PMO functions including their ability to act as catalysts to knowledge sharing units that seed and support innovation groups while understanding the risks associated with long-term PMO performance. In doing so, you will have an opportunity to find out why some PMOs might perform below expectations, what are the drivers for change, as well as learn how to improve individual and collective PMO performance in an organization to achieve maximum business value. You will be able to design and establish an enterprise-wide PMO strategy based on a PMO topology concept – modeled to your organization environment – and from this develop your PMO services and capabilities based on the "Group PMO Services and Capabilities" catalog. You will also understand the content and purpose of key PMO document deliverables, both at the group level and at individual PMO levels. Key documents from the course will be provided, so you can use them immediately at your workplace to allow a quick start in building and running high-performing enterprise-wide PMO organization.

AIPMO's "PMO Services and Capabilities" Book

This book is for every PMO professional who would like to understand how to define and deliver a PMO service strategy. Big part from the course material is from this book and the questions in the exam as well. It is highly recommended for all of the participants to have the book before the course start.

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What We Do

As always, students grow with us!

Certification

Consulting

Business

Digital

Teaching Approach

The training approach includes

1

Lecture

The lysine contingency it's intended to prevent the spread of the animals is case they ever got off the island.

2

Team exercises

Team exercises, polls, breakout rooms

3

Group discussions

Group discussions on pertinent topics

4

Case study

Detailed case study Presentations and role play

5

Personal coaching

if time allows

6

Exam

1 hour, with 50 multiple choice questions

Your instructor: Robert Joslin

CEng, ACE, IPMO-E, PfMP, PgMP, PMP

Robert Joslin is a professor at SBS Swiss Business School, program director for the MSc and MBA programs in “Strategy, Project Leadership, and PMOs,” and the chair of the SBS Swiss Business School “research advisory board.” He publishes books, book chapters, and research papers in the field of PMOs, leadership, project, program, and portfolio management. 

Robert presents academic and practitioner conferences and is a peer reviewer of the three research journals in project management and PMO management. Robert is the founder of AIPMO and is in the process of co-authoring an international “leading” standard on PMOs for AIPMO as well as six books that constitute a body of knowledge in the area of PMOs. He has 20 plus years of experience in designing, initiating management delivery of business transformation, reengineering, infrastructure, and strategy development. He has won national prizes for ideas and product innovation. He develops and designs enterprise PMOs using various frameworks including AIPMO’s Strategic Framework for PMOs and Portfolios, Programs, and Projects. He previously worked as a consultant in telecom, banking, insurance, manufacturing, military defense, and direct marketing. He also worked for McKinsey & Co, Logica, and his own consulting company.

Robert Joslin

Education

  • Doctor of Philosophy, Strategy, Program and Project Management,
    Skema Business School
  • Bachelor of Engineering
    Durham University




    Contributions to leading practice

    • Project Management Methodologies
    • Governance and Success
    • PMO Principles and PMO Service Principles, 2ed
    • PMO Services and Capabilities, PMO, Portfolio, Program, and Project Competences
      (forthcoming), Association of International Project Management books


    Modules

    • Introductions
    • AIPMO
    • Course outline, Guidelines and training approach
    • Questions posed by PMO Stakeholders
    • Organizational Vision, Mission and Operational Objectives and their link to project/program portfolios
    • Mapping project, program and portfolio success factors to the PMO function
    • Functional, matrix and projectized, composite and fluid organizations
    • AIPMO PMOs seven core Principles
    • Agile in the context of PMOs – a review
    • AIPMO Principles mapped to Agile’s values and principles
    • PMI’s view of PMOs – PMBOK v6, Program and Portfolio Management
    • Complexity and the need for principle based methodologies
    • History and evolution of PMOs (tactical vs strategic)
    • Mapping success factors onto PMO types
    • PMOs impact on project, program and portfolio success
    • Definitions
    • Why Frameworks are useful
    • Misconceptions of frameworks
    • Frameworks in the Practitioner and Academic Worlds
    • AIPMOs challenge and using frameworks as a tool to solve complex problems
    • AIPMO’s Master Framework and subsidiary Frameworks
    • Other Frameworks
    • Introduction to the Strategic PMO Lifecycle Framework
    • PMO Lifecycle Framework
    • Organizational Strategy and Environmental Factors
    • Governance
    • The concept of governance
    • Difference between governance and project management
    • Management (PMO)
    • PMO responsibilities
    • Oversight for a PMO topology and PMO services topology
    • Continuous Improvement
    • Adaptive Alignment
    • Capabilities Underpinning the PMO Lifecycle Framework
    • PMO Services Lifecycle Framework
    • Definitions
    • Phases of PMO Services Cycle
    • Service Domains
    • Service Groups
    • Services
    • Business Needs
    • Direct and indirect
    • Identification of existing PMOs and potential PMO needs
    • PMO Structural Flaws
    • Evaluate existing and new PMO opportunities within organizational context
    • Strategize – How the PMO(s) will best support organizational needs
    • PMO Topology
    • PMO Services Topology
    • Integrated PMO and PMO Services Topologies
    • Building PMO Business Case(s)
    • Creating a sense of urgency to take a decision
    • Pilot and Implement
    • PMO Dashboards
    • Design/establish the nine registers
    • Run PMO(s)
    • PMO Services and Capabilities handbook
    • PMO Operations handbook
    • Identifying and supporting troubled projects
    • Monitor, adjust (change) and Control
    • Proactive and Reactive aspects of PMOs  
    • Kano model and Maximum Sustainable Benefits
    • Supporting troubled and underperforming PMOs
    • Competence assessment and development  
    • Why PMOs are retired or transformed
    • Detailed process to retire a PMO
    • Techniques and Tools to support the PMO closing process
    • Retiring a Service
    • Transforming a Service
    • Facilitation of PMO Lessons Learned discussions
    • Guidelines for transforming a PMO into another entity
    • PMO Success
    • Is PMO Success a good term to use
    • How to view PMO Success
    • PMO Success Criteria
    • PMO Maturity
    • Defining maturity
    • Maturity models
    • Defining maturity metrics
    • Supporting an assessment process
    • Defining the ‘to-be’ state
    • Analyzing gaps   
    • APMO’s PMO Maturity Model
    • Link between PMO Maturity and PMO Success
    • Insights into current research
    • How PMO research is used to create AIPMO’s PMO Body of Knowledge
    • Definitions of a eponymous law, theory and phenomenon
    • PMO research
    • The future – insights from AIPMO’s two global initiatives
    • What comes next in your career development

    Frequently Asked Questions

    You Ask, We Answer

    Each of the certification categories serve a difference purpose. The first category “PMO Core Certifications” shows that you have the competencies to design and build a service-orientated PMO with services that are needed by your project community. At the top-level (Expert) certification, you will have to show that you have the competencies to design and build one or more PMOs (called PMO topologies) within an integrated PMO Services topology. The second category of courses, called “Foundational certifications,” comprise of three certifications that are needed by everyone irrespective of whether you are a PMO or project team member or a PM/O director. The foundational courses are the techniques and tools of a trade, so they are needed by everyone including project professionals. The third category of certifications is called the “Specialist” certifications because they directly relate to the ability to offer PMO services. If a PMO service is planned, then the PMO needs to have the capability to offer them. There are over 20 specialist courses at the time of writing. These courses are also needed by project team members.

    These three certifications are part of the PMO core certifications. IPMO-F (Foundation) is for the PMO and project team members and covers topics around working in a PMO, and also working in a project team. It covers the lower part of the AIPMO Strategic Lifecycle framework.

    IPMO-P (Practitioner) is for the PMO managers, project managers, and senior PMO and project team members. It covers topics on how to identify the need for a PMO and design, and how to justify and build a PMO and its services.

    IPMO-E (Expert) is not for everyone. It is the top-level certification for PMO directors and consultants who are managing, consulting, or designing enterprise PMO topologies and PMO Service topologies.

    For now, it is best to ask one of our professionals. You can either call or chat online. They will be able to provide you expert advice to plan and advance your career.

    Short answer, yes. There are bundles shown on the website, but you can also call to ask if you can get a special discount. If you join as a group to the course, then this will also be taken into consideration.

    Who should attend

    • PMO directors, PMO managers and advanced PMO core team 
    • Senior project/program management professionals
    • Senior consultants involved in projects and/or organizational change
    • Project/program/portfolio managers with expertise in PMOs

    Key takeaways

    Understand the value of the AIPMO Strategic Lifecycle Framework® and how to apply it

    Know how to create and implement an enterprise PMO strategy

    Work through your PMO-related organizational issues, develop a high-level PMO topology and PMO services for your organization, and get expert feedback on the process and outcome

    Describe the different roles of PMOs in a single and networked context and across different levels of the organization

    Understand PMO maturity and get insights into AIPMO’s new principle-based PMO Maturity model for one or more PMOs

    Ability to use new frameworks like “strategy under uncertainty” and apply them within the context of your organization

    Understand the competencies required for the different levels of PMO responsibilities including the roles of project, program, and functional managers

    Understand how to spot and support under-performing PMOs

    PMO Principles book and online access to AIPMO’s new “PMO Services and Capabilities” book with over 200 PMO services

    Prerequisites

    • 10 years of experience in project/program management
    • 5 year plus of experience as a PMO manager and/or PMO director
    • IPMO-P® certification and PMI® or PMP® (or higher, i.e., PgMP®) or Prince2® (or higher, i.e., MSP® or IPMA® (Levels C or higher, i.e., B or A)
    • Minimum degree level, ideally MSc/MBA or DBA/PhD

    Exam

    The online exam is run by AIPMO and moderated by the instructor at the end of the course

    • Open book exam, 100 multiple choice questions 
    • Duration: 2 hours 

    Attendees are notified by email of the results of the exam

    I got a lot more out of these 5 days than I ever expected. I got loads of different perspective from PMO professionals on what we are doing, where we can go, and this is huge. The IPMO-E course gave enormous amount of fruitful thoughts and it was really an eye-opener for me.

    Frederic Casagrande
    PMO Manager, NAWAH Energy Company

    I found the IPMO-E course very interesting. I really got what I expected in terms of practical experience, the lifecycle, and the model. As a consultant, I found this course really helpful in terms of reinforcing my skills and capabilities and it also gave me a lot of confidence. 

    Saj Minhas
    Transformation Oversight (PMO) Director - North & South Regions, Ministry of Health Saudi Arabia

    The IPMO-E course is really rich in content. I liked the real-life examples. They make you understand what you can do or not do, and  how you can challenge your thinking.  Compared to other trainings I have had, this one gives me an opportunity to apply the real-life examples and so it stands out! 

    Lorraine Pablo-Ugale
    Head of Project Management Office and Governance, World Health Organization

    The training was amazing. I not only got ideas to improve my daily work but I thought of the areas I never did before. The IPMO-E course was rich in content. I especially liked the PMO lifecycle breakdown. It helped me understand why we are doing what we are doing.

    Feras Ayoub
    Portfolio Management Advisor, Fichtner Consulting Engineers Ltd

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