Since PMOs began to appear in organizations, academic researchers, project management practitioners, and their organizations have been asking how best structure project management offices (PMOs); what services, the roles, and leadership styles should they adopt to provide the maximum value.
PMO success is linked to high performing and competent PMO team members (including other PMO stakeholders). Successful PMOs are more than three times as likely as their low-performing peers to reach their full potential in contributing business value to their organizations.
This course brings together the latest in research and best practices into a PMO lifecycle framework that focuses on PMO capabilities especially for projects programs and portfolios; your role(s) in running, monitoring and controlling a PMO; and what exactly is PMO success, PMO maturity; and how both are connected, including their influences on project success.
You will learn to view PMOs in terms of services and the associated supporting capabilities (tools and techniques coupled with personal competencies). A core set of PMO capabilities are covered including the techniques and the personal competencies required per capability.
This course is also designed to be hands-on, encompasses the day-to-day operational aspects of PMOs by detailing the challenges and best practices to improve the running, monitoring and controlling of a PMO. You will walk through the PMO documentation plan to gain an understanding of the key PMO document deliverables some of which are external to the PMO and others which are generated as part of the PMO lifecycle. Your focus will be on the six registers that a PMO is responsible for, the PMO services and capabilities catalog, PMO operational handbook, PMO reports, component reports, and change requests.
During the course, there are many exercises as well as a course-long case study that can be used to help to embed both PMO and project concepts in a story based industry example.