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JA Ocean View Hotel

Dubai, Dubai

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This is a practical course which utilises a case study and the participants own situation to give a practical understanding to the theory covered. Organisations around the world are implementing formal project management processes and disciplines to deliver their work initiatives on time, within budget and to an agreed upon level of quality. Part of the ability to execute better, faster and cheaper comes from the ability to implement common processes and practices across your entire organisation.
When that happens there is no learning curve for the project manager and the team members as they transition from one project to another. Many organisations have accomplished this through a centralised organisation that is responsible for developing and deploying the common project management methodology.
These groups are often referred to as a “Project Management Office (PMO)”, “Project Office” or “Project Management Centre of Excellence”. Setting up a PMO may seem like a daunting task, but this class can help by providing a logical model for setting up a PMO and using the PMO to deploy project management products and services throughout the organisation.

MODULE 1
UNDERSTANDING THE STRATEGIC PMO
»» Overview & defining the PMO: What works and doesn’t work within your organisation
»» Aligning projects & strategy: Ensuring strategy is understood and how to align strategy to project
management
»» Minimise the corrosive impact of organisational politics: Overcoming the organisational and politics
to create a good Strategic PMO
Workshop 1: Develop the Strategic PMO

MODULE 2
PROJECT PORTFOLIO & THE STRATEGIC PMO
»» The evolution from project to portfolio: Examining your projects and understanding projects from a
portfolio perspective
»» PPM in the strategic PMO: Where strategic planning meets project execution
»» Assessing organisational readiness: Understanding if you are ready to integrate your portfolio of
project into the PMO
Workshop 2: Integrate Project, Portfolio and Program Management into the PMO

MODULE 3
PMO ORGANISATION, STRUCTURES & FUNCTIONS
»» Organisational structure for projects
-- Implement a common methodology
-- Present Standardise terminology
-- Introduce effective repeatable project management processes
-- Provide common supporting tools
-- Ultimately, the objective is to improve levels of project success within the organisation
»» Types of PMO
-- Directive PMO’s
-- Supportive PMO’s
-- Controlling PMO’s
»» Functions of the PMO: Examining how to implement:
-- Implement a common methodology
-- Present Standardise terminology
-- Introduce effective repeatable project management processes
-- Provide common supporting tools
»» Processes, Standards & Methodologies: Determining PMO Best Practice
Workshop 3: What is the Best Methodology

MODULE 4
ESTABLISHING A PROJECT MANAGEMENT
METHODOLOGY & PMO GOVERNANCE
»» What are the elements of a methodology: Understanding Project Management Best Practice
and how it can be developed
»» Overview of a sample methodology
-- Identify the correct methodology
-- Develop your best practice methodology
-- Implementing the methodology
»» A governance framework: Understanding the role and responsibilities that goes with project
and PMO Governance
Workshop 4: Develop the Governance Structures

MODULE 5
THE PMO’S ROLE IN COMPETENCY &
MATURITY DEVELOPMENT
»» The evolution from project to portfolio: How a PMO can do from project to program to portfolio management
»» The PMO and maturity models. Understanding and developing maturity
-- The organisation has no project and/or program management skills or experience
-- The organisation is able to recognise projects and/or program, but has little structured
approach to dealing with them
-- There may be areas that are beginning to use standard approaches to projects and/
or programs but there is no consistency of approach across the organisation
-- There will be a consistent set of standards being used across the organisation with clear process ownership
-- The organisation monitors and measures its process efficiency, with active interventions to improve the way it delivers based largely on evidence or performance based information
-- The organisation will be focussing on optimisation of its quantitatively managed processes to take into account changing business needs and external factors
»» Role of the PMO in the maturity assessment process
Workshop 5: Assess your Maturity levels

MODULE 6
DELIVERING BUSINESS RESULTS VIA THE PMO
»» Make trade-offs between many desirable opportunities
»» Effectively estimate resource capacity against resource demand
»» Better understand project interdependence
»» Effectively handle the requests of project and functional managers for more time, money, and
resources
»» Evaluate the inherent value and risk of projects inthe portfolio
Workshop 6: Is your PMO Performing

MODULE 7
DEVELOPING THE ENTERPRISE PMO
»» Staffing the strategic PMO: - Understanding the roles and responsibilities for the Strategic PMO
»» Rolling out the strategic PMO
-- Identify the People
-- Define the Processes
-- Making it Happen
»» Developing and maturing the Enterprise PMO
Workshop 7: Develop your PMO into an Enterprise PMO

MODULE 8
LESSON LEARNT FROM THE CASE STUDIES
»» Success factors and failure points in developing a PMO
»» What can we learn from the research
Workshop 8: Review the Case Study

Feel free to get in touch at tanja.p@leoron.com or give us a toll free call at tel: +971 800 536766


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