Since project management offices began to appear in organizations, academic researchers, project management practitioners and their organizations have been asking how best structure project management offices (PMOs), what roles, functions and leadership styles should they adopt to provide the maximum value. The problem is that most of the recommendations have created confusion and are piecemeal in their approach. This knowledge has only become evident in the past few months after three years of building an integrated set of frameworks covering the world of PMOs and the world of projects, programs, and portfolios.
High-performing Project Management Offices (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. In 2012, a survey from PMI (2013) showed that PMOs completed an average of US$100 million worth of projects. Additionally, they delivered around US$71 million in value by way of revenue increases and/or cost reductions. The problem is that less than 33% of PMOs reach the full potential which indicates a limited understanding in how PMOs should be defined not only at the project, program and portfolio levels but also what they do, how they do it, and the configuration that optimally supports the organizational needs of today, and tomorrow.
This course brings together the latest in academic research and expert practices from the people who have also contributed to international standards in the domains of PMOs and projects, programs and portfolios. This certification course is guided by the recently completed AIPMO Master framework which is an integrated set of frameworks that provides attendees the building blocks of the world of PMOs and the world of Projects, Programs and Portfolios. The frameworks have been developed over a period of three years, and the focus for the PMO practitioner course at the level of a PMO irrespective if it is a single initiative PMOs or a multi-initiative PMO. The course covers topics of strategy formulation and execution, success factors, success criteria, PMOs and their services, assessment of the current PMO setups in terms of SWOT and then a roadmap to strategically design and implement an integrated approach to ensure PMO alignment with organizational needs. AIPMO’s Body of Knowledge is covered which comprises of series of books covering PMO Principles, Portfolio, Program and Project Principles, PMO Tools and Techniques, PMO Services and Capabilities, plus references to three other books.
 PMI, The Impact of PMOs on Strategy Implementation (2013)
|PMI, PMP, Program Management Professional (PgMP), PMI Scheduling Professional (PMI-SP), PMI Agile Certified Practitioner (PMI-ACP), PMI Risk Management Professional (PMI-RMP), OPM3, PfMP, PMI-RMP, PgMP and Project Management Journal are registered marks of the Project Management Institute, Inc