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Training
Business training
"Project Management Office Development and Deployment"
PMI R.E.P. # 1849-PMO01, 16 PDU
Duration: 2 days (16 PDU)
Training objectives
The participants will have opportunity:
- to learn about the modern concept of project management development in a company;
- to study work organization features of Project Management Office for managing programs and portfolios of different types of projects;
- to discuss and analyze benefits and risks of different ways of Project Management Office establishment and development and to define the best one for their company;
- to discuss and study success factors of Project Management Office establishment and starting up in different organizational structures and cultures, and specific features of working with project team members as well.
Course program
- 1. Project management process improvement
- Project management process peculiarities in functional and matrix organizational structures.
- Standard project roles, authority level and project manager accountability.
- Types of Project Management Offices, project management centralization level.
- Project Management Office as an instrument for company’s strategy realization through Program and Portfolio Management. Multi-project management.
- Mission, functions and objects of Project Management Office depending on strategy, organizational structure, types of projects and management system of the company.
- Focus on horizontal management: integrating role of Project Management Office.
- Project Management Office on different maturity levels of the company.
- 2. Different concepts of Project Management Office deployment
- Maturity models of the company: role, structure, functions and objects of Project Management Office on different maturity levels.
- Objects and structure of project management corporate methodology.
- International standards and best practice application for Project Management Offices establishment and development, and company’s maturity level increase. OPM3® application.
- 3. Project Management Office and HR management
- Organization and establishment of Project Management Office depending on project standard structures and set of project roles.
- Necessary evaluation criteria and instruments of project managers’ and project stakeholders’ motivation.
- Competence model application for human resources management in multi-projects.
- 4. Project Management Office establishment and implementation
- Different models of Project Management Office implementation, company top management and project stakeholders’ necessary actions and their sequence.
- Typical reasons of success and failure in the process of Project Management Offices implementation.
- External and internal training of project stakeholders in the process of Project Management Office deployment.
- Actions on change management in the company; influence on corporate culture. Необходимые действия по управлению изменениями в организации, воздействие на корпоративную культуру.
Target audience
Top managers planning to improve project management processes in the companies. Project managers and functional managers who take part in different projects and project management process improvement. Key specialists - project team members. Human resources managers.
Program description
The course is held both as an open-enrollment seminar and in corporate mode. The program incorporates a business case study that encompasses the whole course and guides participants through all PM processes from initiation to closeout.
Participants get not only a hard copy of the course textbook but also a CD-ROM with the electronic version of the handouts and additional information on the main subjects of the seminar.
The course lasts commonly for two days, and the participants earn 16 PDU according to PMI R.E.P. program.
You can inquire about the dates of the next open-enrollment course at the main page, or by phone (495) 502 3193, 502 3194.
Trainers
Alexey D. Bazhenov:
p.m.Office company managing partner, PMI Moscow Chapter President, author of the course.
Worked as project manager and key stakeholder of many IT implementation projects (BAAN at SUAL aluminum plant, "Platinum" at Mercedes-Benz, Siemens, TransAero, Alfa-Eco). Directed the development and implementation of the corporate project management system at one of the major Russian system integration companies - "IT Co.". Worked with such companies as KamAZ, RTS, YUKOS, Rostelecom, KMB-Bank, RUSAL and others.
A. Bazhenov is the author of many publications on different issues of project management.
Alexey O. Arefiev:
p.m.Office company managing partner, PMI Moscow Chapter vice president.
Directed the development and implementation of the project management methodologies and organizational consulting. HR management and business trainings expert. Worked with such companies as YUKOS, MGTS, LUKOIL, Rostelecom, KomiTex, SportMedImport, Tetra-Pak, Unimilk, “Russian Standard” Bank, VneshTorgBank, Bank of Moscow, Russian Development Bank, KMB-Bank, RUSAL, RusAvtobusProm, SeverStal, Boieng, Mondi Business Paper and others.
Author of numerous publications on different issues of project management and HR management.
Took part in PMI standards development such as “Program Management”, “Portfolio Management”, Organizational Project Management Maturity Model ( OPM 3®).
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