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
- Revision and Exam