Modules
- Course outline
- AIPMO
- Introductions
- Certification path, Different levels of exam & Sample foundation questions
- Dangers of Underestimating Uncertainty
- Project Failure – Some Facts
- Why Projects Fail -Leadership and governance , management
- Complexity and its Link to Project and Program Failure
- Complexity of Projects and Programs - Perspectives to other professions
- PMO's direct and indirect influence on project, program and portfolio success
- PMO Confusion
- Case for Action
- Exercises and a module retrospective.
- What is a PMO and what is PMO Management
- Overview of AIPMO's PMO Life-cycle Framework and PMO Services Life-cycle Framework
- Exploring the framework's components
- Understand the Organization’s Mission & Vision to define the PMO’s Mission & Vision
- Projects and programs deliver the Organization’s objectives (Vision) and portfolios within constraints (Resource constraints in “P”)
- Alignment, Improvement, Management, Governance, Leadership & Stakeholder care
- Group Service Catalogue, PMO Service catalogue, Procedural Handbook, Success Factors, Staff competencies (Other docs in “P”)
- Importance of Techniques with tools in the context of the services delivered
- Case study, exercises and module's retrospective.
- What is a Project and Program and Portfolio’s focus
- Types of success – Investment Success vs Project delivery
- Success Criteria and Success Factors helping success
- Project Success, What is it?
- Project and Project Management Success
- Type 1 and Type 2 Errors Impact on Success
- PMOs Direct and Indirect Impact on Portfolio, Program and Project Success
- Project and Product life-cycle basics (Waterfall/ Procedural and Iterative/ Principle Based)
- (Some) Project Communication Structure choices
- Authority and the hierarchy view of roles (Sponsor to PM & SM & Coach, Team member, Product Owner, Suppliers, Assurance, PMO)
- Project control deliverables used by the roles across time and hierarchy
- Being agile, Doing agile, Agile teams, Agile at scale
- Approval process in the Portfolio and program with Gate reviews and decision support (Qualification, Approval/ Sanction, Product Acceptances, Closure)
- Process to create baselines across hybrid approaches – Role of software tools – (Bulk in “P”)
- PM Soft skills and management of change
- Case study, exercises and module's retrospective.
- Unique insights from research of the diversity of PMOs
- ‘Initiative specific’ PMO versus ‘Departmental PMOs’
- Permanent ‘Organizational PMOs’ at various levels (Department, Enterprise)
- PMI’s labels for degrees of authority (Support, Control, Direct)
- Range of PMO charter purposes
- Case study, exercises and module's retrospective
•Steps to consider service identification, design, and pilot
•Identify and map service stakeholders business needs
•AIPMO’s book on PMO services and capabilities
•Service catalog of requirements, service level targets, service procedure design, SIPOC, & Swim-Lane
•PMO management plans, service design and service capacity planning/ sizing – PMO staff sources and training PMO service cost benefits and approval
• PMO success
• PMO success criteria
• PMO maturity
• AIPMO’s PMO maturity model
• Link between PMO maturity and PMO success
• Introduction
• Remembering what is like to start a new job in the PMO
• Making the right impression in the first week – some tips
• Module Study – using Google sheets and PowerPoint
• Retrospective
- Revision and Exam