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PMO

Essentials of Building, Launching, and Operating the PMO That Delivers Value 2016-06-16 Nigeria

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$850.00

In Partner with PMI Nigeria Chapter

The new age of globalization, information, and communications has prompted executives to seek ways to improve on the delivery of products and services.  The quest to execute on strategies in an efficient and effective manner has been, for the most part, an elusive goal for organizations in all aspects of business, government, and academia.  In part this quest has been a challenge because executives have been unable to demonstrate success in achieving key operational objectives through proper implementation of strategic projects.  This challenge has been the primary drive behind the demand for the Project Management Office (PMO) as a corporate transformation driver.


“Eight months ago we hired a couple of guys, promoted one of our Lead Engineers, and setup a PMO. It hasn't been delivering anything you know… “   Is a statement that is becoming increasingly familiar in many parts of the world, and across various industries. While multiple stakeholders and decision makers are coming to realize the importance of the PMO, despite its variant forms (Portfolio Management Office, Program Management Office, and Project Management Office), many are under the impression that the setup and running of a PMO is as easy as taking the decision and hiring the right resources – what can be called the “Plug and Play” syndrome.


Many PMOs fail because they are misunderstood, under-powered, or underestimated, yet on the other hand, Executives usually suffer from their organizations’ lack of capability to deliver and execute strategy. Misconceptions of the requirements of setting up PMOs, their roles, how they should integrate and interface with the rest of the organization, their governance, and working mechanics are commonplace, leading to unnecessary frustration and burnout. 


The effort of building a PMO in itself is a complex project that requires clearly defined objectives, alignment with corporate strategy, and a specific understanding of executive sponsor needs.  The Project Management Institute (PMI) elaborates on the  in the latest editions of its standards: “The Standard for Portfolio Management”, “The Standard for Program Management” “A Guide to the Project Management Body of Knowledge (PMBoK)” and “Organizational Change Management: A Practice Guide”. 


This course helps you define the factors that lead to the success of a PMO, starting with different types and roles of the PMO, the requirements of designing and setting up a PMO, aligning and integrating the PMO within the Organization, the required levels of responsibility, authority, empowerment, and governance, and best practices in the PMO’s working mechanics. It provides participants with the knowledge needed in designing, launching, and aligning a PMO organization, while taking into consideration the above mentioned complexities.  The course will be a mix of hands on training and group breakout exercises to allow participants the opportunity to apply concepts learned in a stress free, safe classroom environment.

The new age of globalization, information, and communications has prompted executives to seek ways to improve on the delivery of products and services.  The quest to execute on strategies in an efficient and effective manner has been, for the most part, an elusive goal for organizations in all aspects of business, government, and academia.  In part this quest has been a challenge because executives have been unable to demonstrate success in achieving key operational objectives through proper implementation of strategic projects.  This challenge has been the primary drive behind the demand for the Project Management Office (PMO) as a corporate transformation driver. “Eight months ago we hired a couple of guys, promoted one of our Lead Engineers, and setup a PMO. It hasn't been delivering anything you know… “ Is a statement that is becoming increasingly familiar in many parts of the world, and across various industries. While multiple stakeholders and decision makers are coming to realize the importance of the PMO, despite its variant forms (Portfolio Management Office, Program Management Office, and Project Management Office), many are under the impression that the setup and running of a PMO is as easy as taking the decision and hiring the right resources – what can be called the “Plug and Play” syndrome. Many PMOs fail because they are misunderstood, under-powered, or underestimated, yet on the other hand, Executives usually suffer from their organizations’ lack of capability to deliver and execute strategy. Misconceptions of the requirements of setting up PMOs, their roles, how they should integrate and interface with the rest of the organization, their governance, and working mechanics are commonplace, leading to unnecessary frustration and burnout. The effort of building a PMO in itself is a complex project that requires clearly defined objectives, alignment with corporate strategy, and a specific understanding of executive sponsor needs.  The Project Management Institute (PMI) elaborates on the in the latest editions of its standards: “The Standard for Portfolio Management”, “The Standard for Program Management” “A Guide to the Project Management Body of Knowledge (PMBoK)” and “Organizational Change Management: A Practice Guide”. This course helps you define the factors that lead to the success of a PMO, starting with different types and roles of the PMO, the requirements of designing and setting up a PMO, aligning and integrating the PMO within the Organization, the required levels of responsibility, authority, empowerment, and governance, and best practices in the PMO’s working mechanics. It provides participants with the knowledge needed in designing, launching, and aligning a PMO organization, while taking into consideration the above mentioned complexities.  The course will be a mix of hands on training and group breakout exercises to allow participants the opportunity to apply concepts learned in a stress free, safe classroom environment.

This publication is licensed from the Project Management Institute, Inc. (PMI) and is copyrighted material of and owned by, Project Management Institute, Inc. (PMI), Copyright 2015. This publication has been developed and reproduced with the permission of, and under license from PMI. Unauthorized reproduction of this material is strictly prohibited.
PDUs 21
Level Advanced
Language English
Instructor TBD
Duration 3
Days No
Start Date Jun 16, 2016
End Date Jun 18, 2016
Start Time 09:00:00
End Time 17:00:00
Country Nigeria
Venue Victoria Island, Lagos, Lagos
Type Face To Face

Attendees of this course will learn the following:

  • What a PMO is and how it should be designed
  • The Different Types of PMO, how to select the right one for your organization?
  • The Different Roles of the PMO, how an organization can get the most out of a PMO
  • Reasons for PMO failure and how to avoid them
  • Interfaces of the PMO with the organization at different levels
  • How the PMO is linked to organizational objectives 
  • How a PMO launch project should be structured

This course can be attended by anyone with an interest in the subject of PMO, we strongly recommend persons with the following occupations to attend the course:

  • PMO Directors
  • PMO Managers
  • PMO Staff
  • Executives
  • Project and/or Program Managers

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"PMI", THE PMI LOGO, THE REP LOGO, THE RCP LOGO, "PMP", "CAPM", "PGMP", "PFMP", "PMBOK", "PMI-ACP", "PMI-RMP", AND "PMI-SP" ARE REGISTERED MARKS OF PROJECT MANAGEMENT INSTITUTE, INC. PRA-224-2012 (10-12)

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