Aim of the Course

Project management offices are formed in companies in order to optimize time and resource allocation. This way, progress of the projects can be followed as well as their expenses. Project management office is also important to establish a project management methodology in a company aligned with its strategic plans. When the resources are limited and the number of projects become more and more, the use of a project management methodology is a must. 

• Meeting The Participants
• Project Management And Project Management Office Concepts
• Benefits Of The Project Management Office  

• Conditions That Lead To The Formation Of The Project Management Office
   

• Evaluating The Present Processes And Work Flow  
• Evaluating The Project Management Maturity Model  

• Organizational Structure (Functional - Matrix)
• Project Management Experiences Inside The Company
• Identifying Risks For Formation Of The Project Management Office  
  • Funding And Resources  
  • Necessary Skills
  • Cultural Approval (Change Management)
  • Estimating The Chance Of Success  
  • Relevant Project Management Experiences Inside The Company   
• Identifying The Initial Roles And Aim For Project Management Office  
  • Project Management Office Models
• Project Management Office Reporting Structure  
  • Project Management Office Steering Committee  
  • Report Evaluation And Action

• Scope Management  
  • The Power Of Sponsors Inside The Company  

• Clarifying The Roles Of The Project Management Office
• Clarifying The Expectations Of The Project Management Office
• Formation Of The Project Management Office   
• Quality Management Plan
  • Quality Assurance  
  • Identifying The Metrics
• Schedule Management Plan  
  • Activity Definition, Sequencing, Estimation  
  • Managing Multiple Projects  
• Cost Management Plan
  • Initial Budget For Project Management Office
  • Getting Approval For The Plans From The Upper Management

• Risk Management Plan  

• Assesment Of Risks  
• Risk Response Planning  
• Human Resource Planning  
  • Identifying The Specific Roles And Staff  
    • Identifying The Responsibilities Of The Project Management Office  
    • Necessary Roles For The Project Management Office  
      • Identifying The Director Of The Project Management Office  
        • Risk, Status, Change Control Solutions  
      • Project Support  
      • Processes, Methods And Tools
      • Training  
      • Consultancy Outside The Company
        • Identifying Scope And Needs (Business Analysts)
        • Estimation
        • Project Managers  
        • Strategical Planning Experts  
• Procurement Management Plan  
• Project Management Office Requirements  
  • Materials (Office, Telephone, PC, …)
  • Other (Books, Files, Archieves, Software, …)
• Communications Management Plan
  • Identifying The Critical Stakeholders
  • Identifying The Reporting Requirements
  • Establishing The Project Management Office Steering Committee  
• Integration Management Plan
  • Project Management Office Steering Committee (Execution Stage)
  • Project Management Office Change Control Board  
  • Other Key Roles Of The Project Management Office  
    • Internal Audit  
    • Quality Assurance
    • Financial Applications
       

• Connections With Strategical Plans
• Project Portfolio Management

• Project Selection Criteria And Risk Analysis
  • SWOT Analysis
  • Expected Value
  • Net Present Value
  • Decision Tree Analysis
  • Return On Investment (ROI)
  • Internal Rate Of Return (IRR)
  • Work Plan Analysis
  • Understanding The Specific Work Strategies  
• Company Resource Management And Allocation  
• Project Monitoring And Control  
• Project And Portfolio Reporting  
  • Accounting And Financial Analysis
• Project Closure (Lessons Learned, Information Management)
• Project Management Office Performance Measurement  
  • Key Performance Indicators  
• Managing The Project Managers  
• Comparisom
• Establishing The Project Management Office in Functional Organizations
  • Strategical Plan Independence Or Inefficiency
  • Conflict Between Project’s And Organization’s Aims
  • The Authority Of The Project Manager   
  • Resource Allocation
• Establishing The Project Management Office in Matrix Organizations
   

• Choosing The Project Manager
• Identifying The Project Sponsor
• Identifying The Aims And The Benefits
• Identifying The Scope Of The Project
• Identifying The Aims Of The Project
• Identifying The Constraints And The Assumptions Of The Project
• Harmony With The Company Strategy
• Identifying The Stakeholders And Analysis
• Identifying The Potential Risks
• Duration And Cost Estimation
• Identifying The Deliverables
• Project Charter Generation
   

• Activity Definition
• Activity Sequencing
• Project Scope Overview
• Identifying The Procurement Strategy
• Identifying The Resource Requirements
• Identifying The Milestones At The Project Life Cycle
• Overview Of The Project Cost Estimate and Budget
• Identifying The Potential Risks
• Status Reports And Solutions
• Scope Change Management
• Establishing A Change Management Concept
• Establishing A Quality Management Concept
• Establishing A Communications Management Concept
• Establishing A Configuration Management Concept
• Project Plan Development
   

• Managing Risks
• Information Distribution
• Managing The Program
• Documenting The Work Results
• Managing The Organizational Change
• Managing Scope
• Managing Quality
• Managing Costs
• Arrangement Of Review Meetings
• Controlling The Project Life Cycle Milestones
• Execution Of The Procurement Plan
• Contract And Vendor Management
• Updating The Project Plans
• Preparation Of The Project Status Reports
   

• Final Approval Meeting
• Overview Of The Final Contract
• Results Evaluation Meeting