Itroduction to PMO مقدمة في مكاتب المحافظ والبرامج والمشاريع

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Introduction to PMO
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Introduction to PMO
‫ا‬ً‫م‬ْ‫ل‬ِ‫ع‬ ‫ا‬َ‫ن‬ْ‫د‬ ِ‫ز‬َ‫و‬ ‫ا‬َ‫ن‬ُ‫ع‬َ‫ف‬ْ‫ن‬َ‫ي‬ ‫ا‬َ‫م‬ ‫ا‬َ‫ن‬ْ‫م‬ِّ‫ل‬َ‫ع‬َ‫و‬ ‫ا‬َ‫ن‬َ‫ت‬ْ‫م‬َّ‫ل‬َ‫ع‬ ‫ا‬َ‫م‬ِ‫ب‬ ‫ا‬َ‫ن‬ْ‫ع‬َ‫ف‬ْ‫ن‬‫ا‬ َّ‫م‬ُ‫ه‬ّ‫ل‬‫ل‬َ‫ا‬
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Introduction to PMO
Project Management Practitioner Trainer
Mohamed Gouda , P3O®, SFC™, PMI-ACP® , PMP® Born in Dammietta , Egypt in 1976 ,
Graduated from Alexandria University as a Electrical Engineer in 1999.
Worked in several positions of electrical engineering in gulf countries & Egypt (execution, supervision,
technical ,... ) then specialized in projects management.
He now occupy a section head in projects closeout department in a mega projects in Saudi Arabia.
Earned the globally-recognized Project Management Professional (PMP®) certification in 2010 , and he demonstrated his extensive knowledge and
mastery of project management concepts, tasks, and techniques that are applicable across virtually any industry and methodology. He able to speak and
understand the global language of project management. He has demonstrated the knowledge and skills needed to initiate, plan, execute, monitor and
control, and close a project through the projects management actual practicing.
Earned the globally-recognized PMI Agile Certified Practitioner (PMI-ACP®) certification in 2018 , and he demonstrated his knowledge and skills in agile
practices, tools and techniques that are applicable across virtually any industry and methodology. He has demonstrated their knowledge and experience
with agile principles and mindset, value-driven delivery, stakeholder engagement, team performance, adaptive planning, problem detection and resolution,
and continuous improvement.
Earned Foundation Certificate in Portfolio, Programme and Project Offices ( P3O® ) certification in 2020 from AXELOS , and he have sufficient knowledge
and understanding of the terminology and concepts underpinning P3O and the guidance to interact effectively with, or act as an informed member of, an
office within a P3O model.
And now he is working a part time as a Project Management Practitioner Trainer beside preparing MSc in Project Management.
Certifications:
Portfolio, Programme and Project Offices Foundation P3O®
Project Management Professional PMP®
PMI-Agile Certified Practitioner PMI-ACP®
Scrum Fundamentals Certified SFC™
Six Sigma Yellow Belt Professional Certified.
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Contacts
mgouda.edu@gmail.com
Introduction to PMO
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Mohamed Gouda , P3O ®, SFC ™, PMI-ACP ®, PMP ®
Introduction to PMO
To whom
➢ Those interested in project management science in general
➢ Any one wishing to know what it is PMO
➢ All who work in PMO field or who have the desire to work in PMO field.
➢ All those who have the desire to study PMO and obtain an international
certificate in it.
Objective
Introduction to PMO offices and its functions and know
the diversity in the forms and functions of these offices,
and providing the first step for those interested in
studying this field
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Contents
Introduction to PMO
 What is a PMO ?
 PMO Variant Forms & Standards.
▪ PMI
▪ AXELOS
 PMO International Certifications.
 P3O ® Certifications-Exams info.
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Introduction to PMO
What is a PMO ?
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What is a PMO ?
PMO refers to a portfolio, program, or project management office or organization.
Project
Program
Portfolio
OfficeManagement
Organization
What is a PMO ?
in general a PMO is defined as an organizational unit
responsible for the centralized and coordinated
management of organization’s projects. Possible tasks
include the planning of the project portfolio, the
development of project standards and PM strategies,
the training of the project staff as well as the monitoring
and direct support of individual projects.
While each PMO is different, has different powers,
responsibilities and focus depending on the
organization,
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Organization
➢ Government.
➢ Ministry.
➢ Governmental Body.
➢ Company.
➢ University.
➢ Enterprise.
➢ …etc.
What is a PMO ?
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Adopters of PMO by sector in the Middle East.Noted growth in awareness of the significance of the
PMO in the Middle East.
PMO in the Middle East.
What is a PMO ?
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Portfolio
ProgramProgram
Project Project ProjectProjectProject
Program
Strategic
Objective
Outcomes
Outputs
What is a PMO ?
Organization
Strategic
Objectives
Change Initiatives
ProjectsPrograms
Portfolio Changes in the current
Programs & Projects
New Current
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Organization
PortfolioPortfolioPortfolioPortfolio
ProgramProgram
Project Project ProjectProjectProject
Program
Strategic
Objectives
Outcomes
Outputs
Size and Nature of the Work & Existing Culture
Organization Maturity
What is a PMO ?
Organization
Portfolios
Programs
Projects
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Introduction to PMO
PMO Variant Forms &
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PMO Forms & Standards
Examples
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PMO variant forms :
Project Management Office (PMO)
Program Management Office (PMO)
Portfolio Management Office (PMO)
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Supportive Directive
A project management office (PMO) is an
organizational structure that standardizes the
project-related governance processes and
facilitates the sharing of resources,
methodologies, tools, and techniques.
The responsibilities of a PMO can
range from providing project
management support functions to
the direct management of one or
more projects. Types of
Project Management Offices (PMO)
based on PMI PMBOK
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3- Supportive PMO
• Supportive PMOs provide a consultative role to projects by supplying templates, best
practices, training, access to information, and lessons learned from other projects.
• This type of PMO serves as a project repository.
• The degree of control provided by the PMO is low.
2- Controlling PMO
• Controlling PMOs provide support and require compliance through various means.
• Compliance may involve:
✓ Adoption of project management frameworks or methodologies;
✓ Use of specific templates, forms, and tools; and
✓ Conformance to governance frameworks.
• The degree of control provided by the PMO is moderate.
1- Directing PMO
• Directive PMOs take control of the projects by directly managing the projects.
• Project managers are assigned by and report to the PMO.
• The degree of control provided by the PMO is high.
Low control
Moderate control
High control
Types of
Project Management
Offices (PMO)
based on PMI PMBOK
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A primary functions of a Project Management Office PMO is to support project
managers in a variety of ways, which may include but are not limited to:
❖ Managing shared resources across all projects administered by the PMO;
❖ Identifying and developing project management methodology, best practices, and
standards;
❖ Coaching, mentoring, training, and oversight;
❖ Monitoring compliance with project management standards, policies, procedures,
and templates by means of project audits;
❖ Developing and managing project policies, procedures, templates, and other
shared documentation (organizational process assets); and
❖ Coordinating communication across projects.
The project management office may have organization-wide responsibility. It may play a
role in supporting strategic alignment and delivering organizational value. The PMO
integrates data and information from organizational strategic projects and evaluates how
higher-level strategic objectives are being fulfilled.
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This form of PMO is common, Its role is to basically provide needed support to one or more
projects. Often referred to as the Project Management Unit (PMU); incorrectly as the Project
Management Team (PMT); or, if performed by an external organization, also called the Project
Management Company/Contractor (PMC). This type of PMO can be found within a specific
department for the purpose of a single project, or it may be established as a separate entity
within the organization, though not at senior/executive levels.
A PMO may have the authority to act as an integral stakeholder and a key decision
maker throughout the life of each project in order to keep it aligned with the business
objectives. The PMO may:.
❑ Make recommendations,
❑ Lead knowledge transfer,
❑ Terminate projects, and
❑ Take other actions, as required.
PMC
PMU
PMO
This PMO would cease to exist once the project it supports ends. It is worth noting that although the PMO
ceases to exist for the purpose of the project for which it was set up, its members and infrastructure may
amalgamate to serve another project, as yet another PMO.
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The Program Management Office PMO as, “The organization responsible for
defining and managing the program-related governance process, procedures,
templates, etc. supporting individual program management teams by handling
administrative functions centrally, or providing dedicated assistance to the
program manager”
The functions of the program Management Office PMO is to support the program manager by:
❑ Defining the program management processes and procedures that will be followed,
❑ Supporting the management of the schedule and budget at the program level,
❑ Defining the quality standards for the program and for the program's components,
❑ Supporting effective resource management across the program,
❑ Providing document and configuration management (knowledge management), and
❑ Providing centralized support for managing changes and tracking risks and issues
In addition, for large and intricate programs, the program management office may provide additional
management support for personnel and other resources, contracts and procurements, and legal or
legislative issues.”
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As evident, this type of PMO would serve multiple projects under the same program. It is typically
incorporated within the organizational structure of a program. Its placement and ‘seniority’ within the
organization is contingent on the seniority and significance of the program it supports, possibly also at
the level of the organization to which its manager reports (Director, VP, CEO, etc). In practicality, the
seniority, influence, and control can be apportioned to the size of the portion of the balance sheet of
the organization that the PMO is addressing.
Nevertheless, the span of influence and control of this type of PMO is limited to the scope of the
program it supports, and although some programs can span many of years, the PMO ceases to exist
once the program it supports is closed, either for delivering its expected benefits, or is terminated.
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The description of the role of the Portfolio Management Office PMO is the
most extensive of all three. The standard delineates the role of the PMO to be
one that: “coordinates the management of its assigned portfolio
components.
The responsibilities of a management office are variant :
PMI advocates that it is the PMO's responsibility to centrally manage and coordinate
“the portfolios that lie in its domain,” and that ‘the responsibilities of this office may range
from providing portfolio support functions to actually managing the portfolio” It is
also part of the PMO's role to “recommend the selection, termination, or initiation of
actions necessary to ensure the portfolio remains aligned with the organization
strategic objectives”
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The functions of the Portfolio Management Office PMO lists in standard :
▪ “Aggregate and provide performance results to the portfolio components
▪ Define portfolio management methodology, best practices, and standards, for use
as guidelines while formulating the methodology and standards for project and
program management
▪ Forecast supply and demand for a portfolio that can be further broken down into
supply and demand for projects and programs
▪ Define a portfolio management strategy
▪ Provide portfolio oversight and manage the overall portfolio value, and
▪ Identify risks, analyze risks, and plan risk responses at a portfolio level”
▪ “Managing portfolio components, supporting component proposals and
evaluations, facilitating prioritization and authorization, and allocating resources in
alignment with organizational strategy and objectives
▪ Developing and maintaining portfolio, program, and project frameworks and
methodologies,
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The functions of the Portfolio Management Office PMO lists in standard :
▪ Providing project and program progress information and metrics reporting
to the portfolio governance process
▪ Negotiating and coordinating resources between various portfolio components or
between portfolios
▪ Assisting with risk identification and risk strategy development and communicating
risks and issues relate to portfolio components
▪ Coordinating communication across portfolio components
▪ Developing and improving templates and checklists
▪ Monitoring compliance to policies
▪ Providing knowledge management including lessons learned
▪ Developing and conducting training and mentoring human resources in portfolio
management skills, tools, and techniques.”
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LevelofAuthority
Project Project Project
Program
Portfolio
Portfolio
Management Office
(PMO)
Project
Management
Office (PMO)
Program
Management
Office (PMO)
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Organizational Project
Management Maturity
Model
OPM3®
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❖ Departmental: Supports specific business units or divisions.
❖ Project-specific: Oversees the success of a particular project.
❖ Enterprise : Oversees a major organizational change.
❖ Center of Excellence: Handles training and developing project managers.
Other classifications for POMs type’s
The Project Management Institute (PMI) classifies PMOs to more different types:
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3- Business unit PMO.
4- Project PMO.
1- Enterprise PMO. ( EPMO )
2- Departmental PMO.
Organization
Middle EastEuropeNorth America
IT Operations
ProjectProjectProject
Sales
Support DevelopmentSalesPMO
PMO
PMO
PMO
Strategic
Tactical
Operational
Operational
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Introduction to PMO
PMO Variant Forms &
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PMO Forms & Standards
Examples
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Project
Programme
Portfolio
Portfolio , Programme and Project Offices
Offices
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Organization
Strategic Planning/Portfolio Support Functions1
Delivery Support Functions2
Centre of Excellence Functions or Services3
Strategic Planning
Delivery
COE
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Strategic Planning1
Delivery2
COE3
High-level Functions and Services of a P3O Model
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Organization Portfolio Office
Strategic Planning
1
Delivery
2
COE
3
Organization
Projects
Offices
Programms
Offices
P3O
Structure
Models
Model
1
Permanent
Temp.Temp.
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Strategic Planning
1
Delivery
2
COE
3
Organization
Projects
Offices
Programms
Offices
P3O
Structure
Models
Model
1
Permanent
Temp.Temp.
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Strategic Planning
1
Delivery
2
COE
3
Organization
Hub
Portfolio Office
Hub
Portfolio Office
P3O
Structure
Models
Hub Portfolio Offices
Connected by Spokes - Model
2
Permanent
Temp.Temp.
Permanent
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P3O
Structure
Models
Virtual P3O - Model
3
Virtual
P3O
High Level Maturity
Organization
P3O functions and services are embedded in
the organization’s business delivery units
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Organization Portfolio Office1
Hub Portfolio Office2
Programme Office3
Project Office4
Centre of Excellence (COE)5
P3O Model Elements
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P3O sponsor1
Head of P3O2
Management Roles
Head of programme or project office3
A
Portfolio analyst1
Programme or project specialist2
Generic Roles
Programme or project officer3
B
Functional Roles
C
15
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4
1 2 3
Implementation Lifecycle for a Permanent P3O
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Project
Programme
Portfolio
Portfolio , Programme and Project Management Maturity Model
Management
Maturity
Model
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Portfolio , Programme and Project Offices Portfolio , Programme and Project Management Maturity Model
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Introduction to PMO
PMO International Certifications
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Project
Management
Office (PMO)
Certified
Steven Rollins
pmocertified.com
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Introduction to PMO
Certifications - Exams info.
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- Exams info.
Foundation Certification Practitioner Certification
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Target Audience
Members of offices within a P3O model or anyone who
needs to understand the terminology and concepts
underpinning P3O and those wishing to pursue higher
level certifications.
Foundation Certification
For the 2013 edition
▪ Multiple choice examination questions
▪ 75 questions - 70 live questions and five trial
▪ 60 minutes’ duration
▪ 35 marks required to pass (out of 70 available) – 50%
▪ Closed book.
Foundation Certification
- Exams info.
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Practitioner Certification
Prerequisites
To take the P3O Practitioner examination, individuals must hold a
current P3O Foundation certificate.
For the 2013 edition
▪ Four questions of 20 marks each - 80 marks in total
▪ 150 minutes’ duration
▪ 40 marks required to pass (out of 80 available) – 50%
▪ Open book exam. Candidates may use the official printed hard copy
of the Portfolio, Programme and Project Offices.
Certification Expiry Date
The P3O Practitioner certification will expire after 5 years. In order to
maintain your qualification and ensure there are no gaps in your
Practitioner status, you should retake the P3O Practitioner Exam before
the expiry date.
Practitioner Certification
- Exams info.
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Summary
Introduction to PMO
 What is a PMO ?
 PMO Variant Forms & Standards.
▪ PMI
▪ AXELOS
 PMO International Certifications.
 P3O ® Certifications -Exams info.
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 
Thank You
‫جزيال‬ ً‫ا‬‫شكر‬
َ‫ك‬ِ‫د‬‫وبحم‬ َّ‫م‬‫الله‬ َ‫ك‬َ‫ن‬‫سبحا‬،‫أستغف‬ َ‫أنت‬ َّ‫إال‬ َ‫ه‬‫إل‬ ‫ال‬ ْ‫أن‬ ُ‫د‬‫أشه‬َ‫إليك‬ ُ‫وأتوب‬ َ‫ك‬ُ‫ر‬
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Copyright Reserved
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