CFS-IPMO Consulting Frameworks Specialist

AIPMO- Specialist Certification Series
International Consulting Frameworks for Consultants, Project, Program and PMO managers

22-24 December
Dubai UAE

About the CFS Certification

The specialist certification for International Consulting Frameworks for Consultants, Project, Program, and PMO Managers covers every aspect of organizations from strategy to operations including the world of project/program and portfolio management. Organizations are complex systems in their own right. Understanding the building blocks of an organization, including its value chain and its operating environment requires a mix of competencies including the ability to design and build frameworks, concepts, and models. Consulting professionals who master art will know what and how to focus on using multiple techniques to create immediate value. PMO professionals, managers, and project professionals are included in this group because they are the experts who understand the PPP and PMO world. They should also be able to support the PPP teams and PMO teams to approach identifying the problem (sometimes through sense-making), structuring problems, developing concepts, frameworks, and models to ensure the problem universe is fully understood.

The figure on the right shows the importance of internal consulting (including external consultants) and PMO consulting working together on assignments that bridge strategy formation and execution. Professionals who are or need to resolve complex problems will likely cover the strategy formulation and operational side of the organization. However, PMO teams who cover every aspect of the PPP world are likely in the best position to offer a PMO consulting service because in-depth knowledge of the PPP environment.

Figure 1: General consulting and PMO Consulting areas

Course Overview

This hands-on course brings together the latest in international management consulting experience and academic research to give a consulting overview then deep-diving into a sense-making/strategic problem-solving methodology that uses many frameworks, models and concepts. The course then takes real problems from the course attendees or any topic which to address and follows a framework development methodology to develop custom and hybrid frameworks.

This major and intensive part of the course uses techniques taken from the management consulting industry such as framing problems, hypothesis creation, MECE issues, and decision trees. Techniques are taught on the course to ensure the participants not only know them how to apply them but when to apply them. Presentations are developed through an iterative process including giving tips on presentation techniques. As part of the course consulting packs are developed using standard and custom frameworks, models, and techniques that are related to the industry of the attendees. Attendees work in teams and play different roles to come to the conclusion of the course where the final presentations are given to the group.

Figure 2: Overview of the Consulting Framework methodology

  • Consultants and professionals wishing to get into consulting
  • PMO/IT Directors
  • PMO Managers and PMO Core team members involved in consulting
  • Senior project/program management professionals
  • Managers and team leaders
  • Engineers and others involved complex problems
  • Any professional wishing to become more effective and be able to demonstrate it
  • Explain the key aspects of the consulting industry and the types of situations when consulting is required
  • Know how to quickly frame complex problems and visualize them for presentation
  • Undertake framework development to reflect real environments
  • Apply many techniques in the context of problem-solving, framework development, analysis, presentations, and communications
  • Use a technique and framework register to increase knowledge in your organization
  • Undertake the creation of consulting packs to quick start consulting assignments
  • Know how to build consulting packs for your team, section or organization

The training approach includes:

  • Lecture
  • Team exercises
  • Group discussion on pertinent topics
  • Detailed five-day case study
  • Presentations and role play
  • Personal coaching
  • Exam – 2 hours with 100 multiple choice questions
  • Discussing the exam answers
  • Degree (high school diploma, associate’s degree, or the global equivalent)
  • 1 year or more of consulting and ideally some project management experience
  • Ideally working in a PMO for a period of time
  • Online Exam
  • 50 multiple choice questions
  • Duration 1 hour
  • The course work will be assessed and it will represent 50% of the total passing mark

COURSE FEATURES

Level

Advanced Training

Course Length

3 Days

Course Locations & Dates

Dubai 22-24 Dec

Language

English

Certificate by:

AIPMO

Association of International PMOs

Instructors

Dr. Robert Joslin 

Detailed Module Overview

  • Introductions and Course Details
  • APIMO
  • Guidelines
  • Frameworks
  • Definition of a consultant
  • What is consulting
  • Top tier consulting companies and what made them top
  • Second Tier consulting companies
  • History
  • Trends in consulting – such as internal consulting
  • Why hire consultants?
  • Typical week
  • Consulting lifestyle
  • Networking
  • IQ, EQ, MQ, TQ consulting profiles
  • ISO 20700:2017 – Guidelines for Management Consulting
  • Organizational challenges
  • Why Frameworks are useful
  • The complexities of the PPP and PMO environments
  • History for Frameworks
  • Difference between Frameworks, Models, Concepts, Techniques, and Tools
  • Examples of academic and practitioner frameworks Tools
  • Internal/External
  • How to define Consulting Services
  • PMOs and Internal Consulting Department
  • Capabilities to carry out consulting services
  • Sustainable consulting Services
  • Definitions
  • Problem-solving approaches
  • Which ones to use when
  • Dangers of using well-known techniques that cause type 2 errors
  • Success factors/Success Criteria
  • Using the McK approach
  • Introduction
  • Business need
  • Case study
  • Definitions
  • Value of Frameworks
  • Understanding/Implementation view of ‘frameworks, models, concepts, techniques, and tools
  • What are standard frameworks
  • How to categorize frameworks depending on the area of interest
  • The process to identify and select a standard framework as part of the Strategic Problem solving model
  • Success factors and Success Criteria
  • Reviewing the consulting framework project – assessment form
  • Introduction
  • The way consulting companies build frameworks
  • The dangers of PowerPoint ‘SmartArt Graphics ‘
  • Methodology to build your own
  • Applying the framework
  • Success factors of applying custom frameworks
  • Hints and tips
  • What are consulting packs
  • Why are they useful
  • Who uses them?
  • Examples of consulting packs
  • Organizational Frameworks
  • Operational Effectiveness
  • Strategy Development
  • PPP and PMO Effectiveness
  • Maturity Development PPP and PMO
  • What is a register
  • Examples of registers
  • Why is it important
  • Consulting Framework register
  • Getting to the facts as a basis of developing frameworks
  • Sources of resistance
  • Where to go for advice
  • What is known in the firm, both uncodified and codified knowledge?
  • Developing meaningful Knowledge Management codification systems is ensuring accurate and timely data availability
  • Taking assumptions for granted
  • Evolution of frameworks

The attendees are asked if they would like to use a real problem or organizational challenge as the basis of the case studies. The class is split into teams of maximum of five people and the case studies are developed using problem-solving techniques and other techniques to create an initial understand to help frame the problem, develop a framework and use this framework as guidance to solve the problem or challenge. Then once the solution is found the framework and solution are generalized as part of the input to the consulting packs. There are no pre-designed solutions so a lot of effort is required to lead and managing the case study groups. The results will speak from themselves.

Example of one of the frameworks developed for the course

More about the instructor: Dr. Robert Joslin IPMO-E, PFMP, PGMP, PMP, CEng

Dr. Robert Joslin – Professor, Founder of the Association of International PMOs and the co-author of the AIPMO body of knowledge©, PfMP, PgMP, IEEE, CEng is a project/program/portfolio management consultant, instructor, and academic researcher. He has 20 plus years in designing, initiating project and program management delivery of large-scale business transformation, reengineering, infrastructure, strategy development initiatives including winning prizes for ideas and product innovation. Previously, he has been a consultant in wide-range of industries including telecom, banking, insurance, manufacturing, and direct marketing whilst working for McKinsey & Co, Logica and his own consulting company.

Robert has published many books, chapters and research papers in the field of project, program and portfolio management and presents his research at conferences such as PMI research and the European management conference (EURAM). He won the best paper award for EURAM – PMI and IPMA conference in 2015. Robert is the founder and organizer of the annual PMI Swiss program management conferences which is the biggest PMI event in Switzerland where researchers and senior practitioners present their latest findings.

In addition, Robert is a peer reviewer for research papers submitted to PMI’s Project Management Journal and the International Journal of Project Management, which are the top two research journals for projects, programs, and portfolios. As a trainer/coach Robert has trained many PMO, project and program managers in Europe, USA and the Middle East including using in his own developed PMO information structuring methodology aligned and complementing the PMI standards. Robert in the process of authoring a book on Portfolio, Program and Project management Success Factors based on ten years of academic research.

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