Course objectives

• Have a good understanding of what executives must know to execute flawlessly and reliably, using portfolio management as a strategic weapon
• Know what the generic problems in project management offices are and why most of them fail in the first 6 months of their existence (Why change current ‘modus of operandi’?)
• Have a common understanding and agreement on the root cause problems that need to be coped with in order to address the previously addressed project management office challenges (What to change?)
• Have an agreement on the direction of the solution in order to solve the root cause problems and maximize project flow and value generation with a value adding PMO (What to change to?)
• Have a common understanding and guidance in order to make the change happen and make sure the new modus of operandi will add value in a single and multi-project environment (How to cause the change?)
• Know how to better work together for the benefit of reduced project delivery costs, reduced delivery time and maximization of value creation

Agenda

DAY 1:

• Brief refresh of the basics of the Theory of Constraints (TOC) and its application in project management
• Building a PMO that Executives embrace
• Why most PMO implementations fail
• What is a PMO and what should a high value creating PMO do
• Move project management from the Cost Model to the Throughput Model
• Strategic Planning - Choosing the right project mix

DAY 2

• How to link the PMO to strategic project selection, prioritization, portfolio management and strategic planning - A detailed description of the successful PMO
• Implementing the PMO
  • Building the executive proposal in detail
  • Obtaining executive buy-in
  • The PMO Value Proposition Maturity Model
  • Implementation Roadmap
  • Sustaining the PMO Value