Project management offices (PMOs) are evolving. Shifting from purely administrative to incorporate the strategic, PMOs are performing a wider range of activities; they are supporting projects and programs outside Information Technology such as product launches and post-merger integrations, while at the enterprise level, they are helping organizations to invest in the right set of initiatives to achieve maximum return in terms of value and benefits. 

PMO practitioners are expanding their role from pure execution to full accountability on budgets and resources. They are re-thinking the way PMOs operate, embracing new technologies and introducing new project management operating models in order to increase their added value to the organization. PMOs’ stakeholder set is broadening to include senior executives such as chief operating officers (COOs) and chief executive officers (CEOs), business partners, and external resources. 

A new PMO model is emerging: the evolved PMO. An innovative, strategically aligned, and flexible PMO, designed to support modern organizations to face the turbulence of current market conditions. 

Who should attend? 

• Directors and owners of large commercial and industrial companies. 
• General Managers in public and private companies. 
• Directors of internal audit offices in companies. 
• Managers of the audit and audit department in companies. 
• All employees in the field of financial control in companies. 
• All students seeking contemporary approaches in financial auditing and how to detect risks. 

How attendees will benefit? 

After completion of the programme, delegates will be able to: 

• Identify the top ten functions of the strategic PMO 
• List at least four value drivers for today’s PMO 
• Analyze the alignment between PMO and organizational business needs 
• Examine and compare the evolving PMO functions to your organization’s PMO 
• Analyze effective PMO governance characteristics 
• Evaluate three strategies to overcome some of the top resource management challenges 

• The PMO – Latest Research 
• Discuss the latest survey findings and compare them to your own organization’s PMO progress 
• Define the top 5 PMO challenges 
• Identify the top 5 PMO priorities over the next 12 months 
• Discuss how the PMO adds value to an organization 
• The PMO is Becoming a Demand Management Office 
• Identify different PMO types and placement within an organization 
• Describe the evolving purpose and functions of the PMO 
• List three roles that can enhance the strategic PMO influence in the organization 
• Make the case for the PMO as a “Demand Management Office” 
• Understand how the PMO adds business value 
• Portfolio Management – Seven Steps to Strategy Execution 
• Build a best practices Portfolio Management process 
• Describe the operations of the portfolio review board 
• List at least 5 criteria that could be used for portfolio prioritization 
• Address the challenges of monitoring portfolio performance 
• Explain the Portfolio Management Lifecycle 
• Governance – Contributions from all Levels of the Organization 
• Provide a definition of governance 
• Identify governance roles and responsibilities 
• Articulate the leadership commitment necessary for governance 
• Identify successful strategies to obtain buy–in for governance processes 
• Performance Measurement – Measuring PMO and Organizational Effectiveness 
• Articulate the basic principles and terminology of measurement 
• Explain how a PM Performance Measurement System correlates to the business impact of implementing projects 
• Establish a good set of project management performance measures 
• Use measurement to link PMO and project management gains to organizational improvements that speak to the executive level 
• Resource Optimization – The Key to Managing Demand 
• Define the 3 components of competency-based management 
• Outline the portfolio issues that influence effective resource management 
• Explain 3 strategies to overcome some of the top resource management challenges 
• Define the Resource Management Action Plan 
• Change Management 
• Apply change management requirements to project environments 
• List several of the key principles around change management in the project environment 
• Identify which organizational processes should be the focus of change management 
• Outline several of the factors that can lead to change failure 
• Best Practices – Lessons from Winning PMOs 
• Utilize examples of successful practices from award-winning PMOs 
• Describe best practices to address PMO critical change management success factors 
• Identify similarities in practices for best performing organizations and their PMO strategies 
• A Plan of Action – The Roadmap to Benefits Realization 
• Measure project management maturity in your organization 
• Determine the next steps in expanding your PMO 
• Identify the most important business benefits of a project management culture