Course Description
Project management certification courses are essential for professionals to confirm and extend their knowledge while positioning themselves for success in complex business environments. To maximize their value, such courses must be rooted in proven, integrated frameworks, principles, and concepts that align with the realities of the project ecosystem.
The Project Leader Professional (PLP®) course meets these criteria by utilizing a robust foundation of strategy formulation and execution, principles for projects, programs, and portfolios, horizontal and vertical leadership, ESG (Environment, Sustainability, and Governance), hybrid (Agile/traditional) project management, capability integrated with PMO management, and project management maturity combined with PMO Maturity and Impact. Together, these frameworks provide participants with structure and context, enabling them to expand their knowledge systematically while addressing real-world challenges.
Certified professionals gain a deep understanding of national and international project leadership principles through formal training, real-life case studies, and gamification. The course ensures mastery in leading projects across their entire lifecycle, driving successful outcomes.
The PLP® course is distinguished by its framework-driven, holistic approach and hybrid project methodology. It transcends traditional training by integrating perspectives that span organizational levels—from strategy formulation to execution—and by developing essential competencies across technical, behavioral, and contextual dimensions.
This specialized program equips participants with advanced leadership capabilities to navigate complex, high-stakes projects in dynamic business environments. Built upon AIPMO’s proven frameworks and enriched by insights from leading international experts, the curriculum develops competences in strategy and execution alignment, leadership in complex environments, project methodologies, advanced technical and behavioral areas, and mastery of contextual factors affecting project outcomes.
The course emphasizes practical application through interactive learning methods, including multi-day case studies, gamification, role-play, and storytelling. These ensure participants can apply theoretical knowledge directly to their professional contexts, reinforcing key concepts through experiential learning.
Participants also explore the latest advancements in Agile methods, integrated with AIPMO’s expanded set of 24 performance domains, called disciplines, for projects, programs, and portfolios. This consistent terminology and comprehensive approach prepare participants to excel in diverse project settings and achieve organizational objectives effectively.
Key Takeaways
Who should attend?
Prerequisites
Exam
Our Training Approach
The training approach includes
Lecture
Team Exercise
Group Discussion
Case Study
Personal Coaching
Exam
Modules
- Introductions
- AIPMO
- Course outline, guidelines, and training approach
- Project failure – facts
- Why projects fail – leadership, governance, and management
- Complexity and its link to project and program failure
- Comparing the world of projects against other professions
- PMO’s direct and indirect influence on projects, programs, and portfolio success
- PMO confusion
- Development paths of project managers
- Approaches to teach this course – big picture
- Approach taken
- Definitions
- Some frameworks used in this course
- Why frameworks add value
- AIPMO’s challenge and using frameworks as a tool to solve complex problems
- Ten integrated frameworks as part of the PMO Management standard
- Four examples of the frameworks used
- Introduction
- Explanation of the framework
- Terminology
- Building blocks of understanding
- PMO’s role in the organizational lexicon
- Organizational strategy formulation
- Execution
- Definitions (portfolio, program, and projects)
- Developing program/portfolio strategies
- Project selection methods
- Further reading
- Definitions of leadership
- Leadership and management competencies
- Leadership styles
- Leadership styles mapped to Competing Values Framework
- Importance of project leadership in organizational performance
- Five levels of leadership
- Balanced leadership
- Decision-making
- Conflict management
- Introduction
- How ESG relates to project management
- Types of sustainability frameworks and standards
- Relationship of PPM, PMO standards/guides including ISO
- Sustainability projects: complex and challenging
- Existing PM frameworks alignment with sustainable projects
- PMO operating models driving circular economy sustainability
- Governance
- Definition of stakeholders
- Stakeholder management
- Stakeholder register
- Example of stakeholder categorization
- Further learning opportunities
- Challenges to initiating a project
- Types of complexity
- Hyping a project to overcome inertia
- Stages of the project related to the hype cycle
- Attributes of individuals and the impact under stress
- PMO influence on project management hype cycle
- Project success, success factors, and success criteria
- Activities in the project initiating phase
- Project charter
- Project kickoff meeting
- Further learning opportunities
- Collecting requirements
- Requirements gathering: traditional vs. Agile
- Challenges in requirements gathering
- Challenges in defining scope
- Scope ambivalence
- Scope statement
- Differences between traditional and Agile scope management
- Work Breakdown Structure (WBS)
- Baselines
- Agile equivalents to traditional baselines
- Further learning opportunities
- Steps to build a project schedule
- Scheduling methods and techniques
- Network diagrams
- Critical path and critical chain
- Schedule baseline
- Further learning opportunities
- Quality planning, quality assurance, quality control
- Process improvement plans
- Roles in quality management
- PM’s and PMO’s roles in quality management
- Comparison of quality methods across traditional and Agile projects
- Challenges to reaching and maintaining quality
- Audits
- Change requests
- Further reading
- Definition of risk
- Known or unknown risks
- Overview of risk processes
- Risk register
- Risk probability and impact matrix
- Modeling and simulation
- Risk management activities: roles, competence levels, and support structure
- Integrated view of risk across portfolio, program, and projects
- Further reading
- “Green to Red” reporting – what happened to Yellow?
- Need for active monitoring and controlling
- Processes involved
- Tools and techniques used for monitoring and controlling
- Concept of baselines and forecasting variance against a baseline
- Need for integrated change control
- Earned Value Management as a new concept to determine project/program status
- Change vs. configuration management
- Project close
- Process to close a project
- Project termination
- Further learning opportunities
- How benefits and value are connected
- Benefits management definitions and details
- Process overview of benefits management
- Value management
- Benefits–Value Ring
- Methods used to determine benefits and value
- Roles and responsibilities to deliver benefits and value
- Further learning opportunities
- Definition of a PMO
- PMO Management Framework
- Linking frameworks PM and PMO
- PMI’s perspective of PMOs
- AIPMO’s publishing books
- PMO certifications
Dr. Robert Joslin
CEng, ACE, IPMO-E, PfMP, PgMP, PMP
Dr. Robert is a management consultant and instructor, and the founder of AIPMO. He is a professor at Alma Mater Europaea – ECM and the creator of the MSc and PhD programs in Strategy, Project Leadership, and PMO Management.
He has more than 35 years of experience in designing, initiating, and delivering international programs in large-scale organizational transformation, reengineering, infrastructure, and strategy development. He has designed and implemented hundreds of PMOs and, during this time, developed the PMO-specific methodology that formed the basis of AIPMO’s PMO Strategic Lifecycle Framework.
Dr. Robert has published books, book chapters, and research papers. He is a peer reviewer for three project management journals and is currently co-authoring AIPMO’s Body of Knowledge (BoK), which comprises several volumes.
Education
Skema Business School
Bachelor of Engineering
Durham University
Contributions to leading practice
Governance and Success
PMO Principles and PMO Service Principles, 2ed
PMO Services and Capabilities, PMO, Portfolio, Program, and Project Competences
(forthcoming), Association of International Project Management books
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What Professionals Are Saying
Robert Corbett
Walid Taweli
Anthony Hallet
Dr. David Hermida
Wesley Bridgemohansingh
Hussain Eid
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