Building and Evolving a Project Management Office

• Why you need a Project Management Office (PMO)
• Developing a PMO vision statement
• Creating a PMO charter

Benchmarking PMO maturity

• Examining different maturity levels
• Leveraging a framework to assess maturity
• Considering the current state of project and portfolio management
• Defining the to-be state
• Analyzing the gap between the current and to-be state

Planning for success

• Constructing an approach for each maturity criterion by selecting the right combination
• Establishing PMO responsibilities within the organization
• Developing a roadmap to mature the PMO

Planning for standardized processes

• Recognizing the benefits of standardization
• Building/updating processes for your environment
• Developing standard document templates

Leveraging Project Portfolio Management (PPM)

• Bridging "doing the right projects" with "doing the project right"
• Researching, recommending and selecting the right PPM tool/features
• Linking project management and portfolio management with a PPM tool
• Centralizing resource and capacity management
• Connecting PPM with a financial management system

Implementing a content repository

• Establishing standards for storing all project content
• Automating collaborative processes with tools
• Housing PMO content for project and portfolio managers
• Benefiting from integrating the PPM

Supporting project management

• Balancing project staffing and career development
• Structuring project knowledge management

Providing the appropriate level of mentoring

• Mentoring and coaching project managers' skill development
• Building strong project / portfolio management competencies
• Performing independent project audits to encourage growth and learning
• Providing project recovery assistance to meet goals

Analyzing portfolio and project progress

• Defining Key Performance Indicators (KPI)
• Incorporating Earned Value Management (EVM) to KPI
• Measuring project costs and benefits against the plan
• Establishing KPI roles and responsibilities

Reporting progress

• Collecting and reporting on exceptions
• Assessing current at-risk projects / portfolios
• Providing leadership with performance reports

Selecting and implementing a governance model

• Defining governance roles and responsibilities
• Providing guidance and control

Structuring and developing PMO roles and responsibilities

• Validating compliance to standards and regulations
• Ensuring the "projects are done right"
• Facilitating project portfolio management
• Promoting and funding for the next project phase

• Rolling out controlled change for positive adoption
• Fostering project management image and culture
• Evolving the PMO maturity framework
• Incorporating best practices
• Conducting and implementing lessons learned