This course can be tailored to your needs for private, onsite delivery at your location.
ASPE is an IIBA Endorsed Education Provider of business analysis training. Select Project Delivery courses offer IIBA continuing development units (CDU) in accordance with IIBA standards.
NASBA continuing professional education credits (CPE) assist Certified Public Accountants in reaching their continuing education requirements.
This course offers 16.00 NASBA CPEs.
Select courses offer Leadership (PDU-L), Strategic (PDU-S) and Technical PMI professional development units that vary according to certification. Technical PDUs are available in the following types: ACP, PBA, PfMP, PMP/PgMP, RMP, and SP.
This course offers:
14.00 PMP/PgMP Technical PDUs
If you think you can implement a project management culture by introducing some templates and a training class, you will not be successful. You need a multi-faceted and long-term approach. For example, you have to build/acquire a common project management process, train the staff, educate your clients, coach project managers, set up a governance process, etc. This does not have to be a large group of people (although it could be). It could just be one, or even a few people. The point is that it will take resource commitment to implement project management and resources to support the long-term project management initiative.
The resources assigned to successfully implement a project management culture form a Project Management Office. Unfortunately many PMO staff members think of PMOs as the place that makes processes and templates. There is a limited amount of value to this model and it is important that the PMO be focused on providing much more value in everything it does. It is a term we call the "Value-added PMO."
This project management training class puts all the pieces in place to make sure work the PMO does provides value and that value is measured and communicated.
- Upcoming Dates and Locations
Guaranteed To Run
- Course Outline
I. Understanding Project Management Offices
Organizations around the world are implementing formal project management processes and discipline to deliver their work initiatives on time, within budget and to an agreed upon level of quality. Many companies are coordinating this work through centralized organizations that are responsible for implementing varying aspects of project management and building project management competencies. In this section we will cover:
- Projects, programs and portfolios
- Aligning projects to goals and strategies
- How PMOs help project managers become more successful
- The 4 ½ organization models for PMO
- Overview of organizational change management
Class Exercise: The class will break into small teams that will form the working groups for the rest of the class. Students will identify whether certain phrases represent projects, programs or portfolios. There is also an exercise to align projects to organizational goals and strategies.
II. Organization Context of the PMO
PMOs don't exist in isolation. They are created to help move the organization from its current state to the desired future state. Therefore, the starting point for building the value-added PMO is to understand where you are at today, where you want to be in the future and the gaps that must be closed to move toward the desired future state. In this section we will learn:
- The sponsor, customers and stakeholders
- Categories for describing current state
- Current state assessment
- Future state vision
- Gap analysis
Class Exercise: A case study will be introduced to utilize for the rest of the class. The team will practice creating aspects of a current state assessment and future state vision.
III. PMO Value-Added Products and Services
After you know the gap between the current state and future state, you must identify how the PMO can help close the gap. This is the time to identify the products and services the PMO will deliver and provid. Since the gaps are different for all organizations, the PMO products and services will also be different for each organization. This is where you make sure the work the PMO provides adds value by ensuring it ties to the desired future state. In this section we will cover:
- Definition of PMO products and services
- Tying the work of the value-added PMO to close the identified gaps
- Basic products and services of many PMOs
- Advanced PMO products and services
Class Exercise: A gap analysis will be introduced which will be the basis for identifying the appropriate set of products and services of the case study project.
IV. Determine the Resource Needs of the PMO
Once we have the potential value-added products and services identified, we need to identify the resources needed. This usually involves two efforts – resources to build and deploy the products and services to the organization, and the ongoing and long-term resources needed to support the products and services over time. In this section we will cover:
- High-level labor and non-labor resource estimates
- Estimating for initial deployment work
- Estimating long-term support and enhancement work
Class Exercise: The case study is explored further as a candidate set of products and services is introduced. Each team will estimate the resources (labor and non-labor) required to successfully deploy the products and services in the organization.
V. Prioritizing and Scheduling the Work of the PMO
We have the work identified for the value-added PMO. However, we cannot do everything at once. Next we must prioritize the work. Work priorities recognize task dependencies and the resource constraints that every organization faces. The resulting deliverable is the PMO Roadmap. Here we will learn to:
- Identify work dependencies
- Prioritize the work
- Plan the 12-18 month deployment window
- Create the PMO Roadmap
Class Exercise: The teams will take all of the information collected so far on the case study to create a PMO Roadmap to guide the direction of the PMO for the next 12-18 months.
Build a PMO Communication Plan.
Develop a PMO Scorecard.
VI. PMO Communication Plan
In general, PMOs tend to be viewed as a department that adds overhead to an organization. If your PMO is, in fact, providing value but no one knows about it, you will still end up with that negative perception. Your PMO needs to spend time communicating its value using the framework of a PMO Communication Plan. The Communication Plan will balance fact-based status information as well as proactive and positive marketing messages to emphasize the value of the PMO. We will cover:
- PMO stakeholders
- Stakeholder communication needs
- Communicating value instead of activity
- Marketing communication
- Communication media
- Communication rhythm
Class Exercise: The teams will create components of a PMO Communication Plan to communicate appropriately with stakeholders.
VII. PMO Scorecard
Most PMOs struggle to understand what success means and how to validate they are meeting success criteria. The PMO Scorecard is the tool used to measure success. The Scorecard includes a level of detail that can be successfully implemented during the year. We will learn:
- Success criteria
- Potential metrics
- A holistic view of metrics
- Metric targets
- Collection and reporting details
- What it all means
Class Exercise: The teams will create components of a PMO Scorecard to identify what it means to be successful and how to measure the value delivered to the organization.
VIII. Putting it All Together – the PMO Deployment Plan
We have all the details, pieces and parts. Now we can create the PMO Deployment Plan that includes all of the information captured in the prior exercises. This is the document that you take forward to your sponsor and management team for validation and negotiation. Once approved, the Deployment Plan will provide overall direction for the value-added PMO for the next one to two years. In this section we will learn:
- PMO Roles
- The Deployment Plan
- Validating the Plan
- Executing the Plan
- Who should attend
This project management training course is designed for anyone who is considering implementing a Value-Added Project Management Office. This includes staff from current PMOs that want to move toward a value-added model and people implementing PMOs for the first time.
- PMO Managers
- PMO Staff
- Project Managers
- PMO Sponsors