Course Catalog

According to PMI and other sources, Most PMOs close after 3 years of being implemented, in this webinar, the speaker will explain how to present the value of a PMO to executives, and avoid the perception that the PMO is not adding any value and therefore the close of it after a few years. This webinar will present the steps and the common mistakes made when interacting with executives in any organization as a PMO lead and therefore make sure your PMO is accepted and perceived as a change agent.

List of topics to be covered:

1.- Executive Presence

2.- Executive Reporting

3.- Communication skills

4.- Failing to show the value of a PMO – Suggestions to avoid this common error

“Every few hundred years … there occurs a sharp transformation … in a few short decades, society rearranges itself … 50 years later ... a new world ... We are currently living through just such a transformation.” ~Peter Drucker

In the last few millennia, the world has gone thru four major transformations that substantially affect human occupations. We have morphed from dependence on muscle power to computer power (the Information Age) to ‘Knowledge is Power’ (the Knowledge Age). Knowledge Management (KM) is the discipline that will lead this transformation and knowledge-based, organizational leadership is an imperative.

Who is going to lead these major organizational changes?

As a transformational discipline, KM requires advanced project management skills not generally available in the marketplace. KM is an emerging opportunity for?

Portfolio Management offers a critical and essential framework for linking government or business objectives to successful initiative, programs and projects. It bridges organizational strategy with both organizational development and sustainability. Portfolio Management is the missing link with top management for projects and programs to succeed. When top managers utilize a sound portfolio management framework, vision realization becomes a reality.

Benefits Realization Management provides the missing factor for organizations that aim to enhance their focus on realizing their strategic objectives, and adopt a result-based performance management system, capitalize on agility and benefits management. In this regard, organizational project management has to be properly introduced to the organization, where the whole organization collaborates to the success of projects, programs and portfolios.

The purpose of this performance management quick course is to highlight the elements of key performance indicators (KPIs) management that lead to an effective and efficient organizational performance.

This overview will provide a strong foundation in deploying performance management project by developing the next generation of KPI architects.

These KPI architects will form the basis of the organization performance measurement capability. In addition, this obtained performance knowledge will help you in understanding, establishing, activating, reporting and generating value by using KPIs across the organization.

Implementing strategy is a rare and highly appreciated skill set that sets apart the most successful and influential leaders in business. People with the skill to implement the strategy are in high demand from organizations all around the world.

The current generation of leaders has been taught how to plan but not how to implement. This is reflected in the high strategy implementation failure rate, which drives the need for leaders to enhance their abilities and become recognized implementation specialists.

PMOs survive based on the sustainability of the value offered for their organizations. Traditionally, static PMOs fold down in less than 2 years, and this might happen within months due to COVID-19. Executives will cut all expenses that do not align to the new strategic objectives of sustainability, preserving health, maintaining a positive cashflow and some revenue, even at the rate of no profit. Cuts will affect non-essential employees, and downsizing, restructuring and more automation that was planned for 2 to 3 years from now are happing as we speak. Only the agile PMO will survive!

This is an open question and discussion over three tiers or levels: organizational portfolio, PMO leaders and teams (individuals), attempting to draft a thinking framework for what needs to be done during 2020, and then 2021 onwards.

Topics cover resilience, business continuity, strategic prioritization, adaptation, business continuity and crises management versus risk management.