Many organisations have set up – or are considering setting up – a Project Management Office (PMO), Enterprise Program Management Office (EPMO), Portfolio Office (PO), or similar entity.
They do this for various, very good reasons.
- To collect metrics on project performance and report this in a consistent and objective manner;
- To review business cases for projects and align these with corporate strategies and organisational benefits;
- To evaluate, prioritise, select, and/or resource projects;
- To standardise their project management methodology and provide guidance, templates and other useful resources for project and program managers;
- To implement and maintain project management tools – be they Excel spreadsheets, online project management tools, or fully-customised Enterprise Portfolio Management (EPM) tools; and
- To foster a network of project managers, a community of practice, or a centre of excellence for project management – so that knowledge can be shared and lessons applied.
Indeed, the PMO has become one of the most important structures within an organisation, and is widely recognised as such.
Yet, the average shelf life of a PMO is only two years!
After all the effort and investment that goes into setting one up, the average PMO is disbanded only two years later.
This is typically followed by the establishment of a new PMO – rising from the ashes of the old one and creating a seemingly endless cycle of centralisation, and decentralisation of the project management headquarters of the organisation.
In dark corners, and with tongue firmly in cheek, this has been called the “phoenix syndrome”…
But why does it happen?? And how can it be avoided?
This one-day course provides an overview of the latest research and practice trends in PMO, EPMO, and PO establishment, operation, and long term sustainment.
After this course, participants will…
- The different types of entities – from Project Offices to Portfolio Offices
- The core functions performed
- Best practice guides and standards for running one
- How to measure and market your value
- How to adapt to the changing requirements of the organisation
- An overview of popular off-the-shelf project and program management methodologies
- An overview of the plethora of project management qualifications and certifications with an explanation of what they mean; where they’re useful; and who issues them
- An overview of several leading project management software products
- The key steps involved in setting up a PMO entity (a substantial project in itself!)
- Tips for maintaining your value to the organisation
Be able to:
- Select, tailor or develop an organisational project management methodology
- Recruit suitably qualified and certified project personnel
- Select an appropriate project management tool for the organisation
- A Certificate of Attendance
- A suite of project management tools and templates (copyright and royalty free)