PMO Development and Management Training Course

Participants can assess current PMO capabilities and prioritise improvement needs using evidence.

• PMO maturity dimensions covering governance, methods, data, people and technology
• Baseline interviews structured around evidence rather than stakeholder opinion
• Capability heat map scored with observable maturity criteria
• Root-cause analysis separating process defects from behavioural resistance
• Gap assessment prioritised by business impact, effort and delivery risk
• Assessment report framing findings, recommendations and decision requirements

Participants can design a target operating model with clear roles, ownership and escalation paths.

• Target operating model using process, people, governance and technology layers
• Centralised, federated and hybrid PMO structures compared against organisational needs
• Service ownership and RACI assignments for core PMO processes
• PMO roles: director, portfolio manager, analyst, coach and administrator
• Escalation paths matched to delegated authority and decision turnaround
• Operating model assumptions tested against organisational culture and capacity

Participants can define and tier PMO services according to customer needs and organisational priorities.

• PMO service catalogue grouped by portfolio, delivery, assurance and capability services
• Service definitions specifying customers, triggers, outputs, service levels and owners
• Demand analysis identifying mandatory controls and optional advisory services
• Service tiering for enterprise, business-unit and project-level requirements
• Value proposition statements tied to measurable client outcomes
• Service catalogue draft aligned with the approved PMO mandate

Participants can establish governance forums, decision rights and proportionate control mechanisms.

• Governance forums designed around decisions, not status reporting
• Decision rights mapped through RAPID and delegated authority matrices
• Stage-gate criteria calibrated for predictive, agile and hybrid initiatives
• Terms of reference define membership, quorum, cadence and records
• Exception management thresholds trigger escalation without unnecessary committee review
• Governance calendar integrates portfolio, financial and delivery decisions

Participants can design PMO services that support agile delivery without creating unnecessary controls.

• Agile values interpreted for portfolio oversight and PMO service design
• Scrum accountabilities, events and artefacts relevant to PMO interactions
• Kanban flow metrics: throughput, work in progress, cycle time
• Product roadmaps distinguished from project schedules and release plans
• Agile team autonomy balanced with enterprise assurance obligations
• PMO anti-patterns that create queues, approvals and reporting waste

Participants can tailor PMO controls for predictive, agile and hybrid delivery approaches.

• Lifecycle selection using uncertainty, compliance, dependency and funding criteria
• Hybrid delivery model combining stage gates with iterative product increments
• Tailoring approach documented through project initiation and delivery plans
• Minimum viable governance controls for small, fast-moving initiatives
• Release-based planning connected to milestones, budgets and approvals
• Assurance reviews adapted to evidence from agile delivery teams

Participants can create a structured intake process that supports consistent initiative selection.

• Standard intake form captures strategic case, outcomes, costs and dependencies
• Demand triage separates ideas, change requests, programmes and operational work
• Business case quality checks test assumptions, benefits and delivery feasibility
• Weighted scoring models rank initiatives against agreed selection criteria
• Kanban intake board visualises queues, decisions and work ageing
• Intake workflow defines decision points, owners and response targets

Participants can prioritise a portfolio and communicate choices through a decision-ready roadmap.

• Portfolio segmentation distinguishes run, grow, transform and mandatory investments
• Strategic alignment scoring connects initiatives with objectives and key results
• Prioritisation methods compare weighted scoring, WSJF and cost of delay
• Portfolio balancing examines risk, time horizon, value type and capacity
• Scenario analysis tests alternative funding and sequencing decisions
• Portfolio roadmap communicates approved initiatives, milestones and decision dates

Participants can develop capacity plans that expose resource constraints before commitments fail.

• Capacity model combines role demand, availability, utilisation and skills data
• Resource demand estimated from product backlogs, plans and work packages
• Skills matrix exposes bottlenecks, single points of failure and training needs
• Resource allocation rules protect priority work from unplanned demand
• Capacity scenarios compare hiring, contractors, reprioritisation and schedule changes
• Workload dashboards flag over-allocation before delivery commitments fail

Participants can create reporting packs that support timely executive decisions and interventions.

• Executive dashboard design starts with decisions, audiences and reporting cadence
• Portfolio KPIs distinguish progress, flow, value, risk and forecast measures
• RAG criteria anchored in thresholds rather than subjective status labels
• Milestone trend analysis identifies schedule drift and approval delays
• Agile metrics interpreted without using velocity as a productivity target
• Reporting pack combines narrative, exceptions, actions and visual evidence

Participants can establish benefits controls that continue from approval through operational handover.

• Benefits map links outputs, capabilities, outcomes and strategic objectives
• Benefit profiles specify owners, baselines, measures and realisation dates
• Financial and non-financial benefits separated from project deliverables
• Benefits reviews continue beyond closure through operational handover
• OKRs used to track outcome progress where suitable
• Benefits register establishes evidence, assumptions and corrective actions

Participants can manage portfolio-level risk, dependencies and impediments through defined controls.

• RAID log design links risks, assumptions, issues and dependencies
• Dependency mapping reveals critical interfaces across projects, products and suppliers
• Risk appetite translated into escalation thresholds and contingency actions
• Quantitative risk analysis applied selectively to major portfolio exposures
• Cross-team impediment management uses ownership, due dates and escalation paths
• Assurance findings converted into actions tracked to verified closure

Participants can define data ownership, reporting controls and appropriate automation opportunities.

• PMO data model defines identifiers, fields, ownership and refresh cycles
• Single-source reporting controls reconcile financial, schedule and delivery data
• Tool selection assesses workflow fit, integration, adoption and data quality
• Jira and Microsoft Project data limitations identified before dashboard automation
• Data governance assigns stewardship, validation rules and access permissions
• Automation candidates selected from repetitive, stable and high-volume reporting tasks

Participants can plan stakeholder engagement and adoption activities for new PMO services.

• Stakeholder engagement plan segments sponsors, executives, teams and functional leaders
• Change impact assessment identifies affected processes, roles, data and behaviours
• Communication messages explain service changes, governance expectations and local impacts
• Resistance diagnostics distinguish legitimate concerns from sponsorship and capability gaps
• PMO onboarding materials establish request routes, standards and support channels
• Adoption measures track service use, compliance, satisfaction and outcomes

Participants can measure PMO service performance and prioritise evidence-based improvements.

• PMO performance scorecard measures service quality, adoption, efficiency and value
• Service-level measures define response times, completion criteria and exceptions
• Customer feedback loops combine surveys, interviews and service review meetings
• Continuous improvement backlog prioritises defects, requests and capability investments
• Quarterly maturity reassessment tests progress against the original baseline
• PMO sunset, reset and scale decisions use evidence-based review criteria

Participants can create a phased plan for launching or resetting PMO services.

• Implementation roadmap sequences mandate, services, governance, tools and people
• 90-day plan identifies actions, accountable owners, dependencies and milestones
• Pilot selection balances visibility, feasibility, learning value and stakeholder support
• Transition plan protects live projects while new controls are introduced
• Change readiness checkpoints confirm sponsorship, communications, training and resource availability
• Roadmap measures define adoption, service quality and business value targets

Participants can build, review and present a complete PMO design proposal for a realistic organisational portfolio challenge.

• Capstone brief integrates a realistic organisational portfolio and delivery problem
• PMO charter states mandate, scope, customers, authority and success measures
• Target operating model specifies services, roles, governance and workflow interfaces
• Portfolio controls combine intake, prioritisation, capacity, reporting and benefits management
• Implementation roadmap sets phases, owners, milestones, risks and adoption measures
• Peer review tests coherence, feasibility, evidence and executive presentation quality