PMO Core Training
The breadth of knowledge needed to carry out the role of PM officer is wide. Our core course (when tailored following training needs analysis) covers all the necessary knowledge areas that PM officer will need including:
PMO Core Training
For PM officers with an understanding of core PMO duties, our specialisation courses will allow them upgrade or acquire new skills for top 3 value generating areas of PMOs.
PMOs that bring business analysis capability into their office, can take an active role assessing business problems and opportunities, determine where project management can deliver and help develop an effective solution.
The aggregate HR, scope, quality, risk, procurement, time, cost, communication, stakeholder management and other sub plans that make up a project plan, needs skilled management to ensure they meet organisational standards.
As organisations increasingly must manage the limits of risk they can tolerate, PMOs protect the organisation by managing project risk strategy. They design the tools and procedures that project teams use to manage their project risk.
PMOs that bring business analyst expertise into their office, can take an active role assess business problems and opportunities, then helping develop an effective solution.
The PMO establishes the policies and procedures for requirements management, traceability and acceptance criteria.
They learn skills to elicit, analyse, decompose, specify, and validate the product or process requirements and gain acceptance, approval. They assess how well the solutions delivered fulfils the requirements and meets the business need. testing the solution, determine if there are gaps, and obtaining sign off.
Contact us for a high level training needs analysis and we'll supply a more comprehensive outline >>
Project planning is central to successful projects. PMOs increase the quality of planning by establishing planning strategy, approaches, policies, procedures, and responsibilities. They independently analyse plans and are in a unique position to identify and manage interdependencies between projects and programmes.
As the repository for all baseline plans, they deliver a central role in their change management. And when the project is in the closure stage, they analyse planning performance against the original baselines, documenting lessons learned, and distribute independent final planning information.
Contact us for a high level training needs analysis and we'll supply a more comprehensive outline
PMOs must take a central role in one of the most important aspects of project success, risk management. Learn to develop policies, processes, and procedures for risk assessment, planning, and manage how project teams respond to risk.
Learn how to assess the organisation's risk tolerance and when authorised, prioritise project risk and ensure project risk ownership. Acquire the skills to facilitate risk identification, evaluation, prioritisation, and response among project team members.
Understand how to put in place the process monitor and evaluate risk, using project management quantitative and qualitative tools and techniques.
Contact us for a high level training needs analysis and we'll supply a more comprehensive outline >>
Increased probability of project success: coordinators relieve administrative time from the project management team, allowing them more time to manage, leading to increased productivity
Increased control over investment and strategic goals: organisations can direct the activities the coordinator concentrates on (such as billable consulting hours, benefit tracking, communication) to ensure that optimal investment and strategic goals are achieved
Increased organisational support: when projects reach deeper into the organisation non full time team members see the organisations commitment to the project and appreciate a resource that can reduce some of the burden a project will place on them
Streamlined interactions with internal and external stakeholders: the coordinator can be available when the project manager is not
Project management officers understand how projects and project teams deliver value and know how to proactively assist project teams achieve the project goals.
Proven approach showing how a coordinator can immediately support their team
Step-by-step guides for all the project coordination tools and techniques needed
Role establishment plan with first day, week and month objectives
Coordination plans for each stage; initiation, planning, execution and closure
Follow On Development (see below)
Project management professionals including:
PMO Managers
New PMO members
Current PMO members
Anyone considering a career in project management
For certain course designs: 2 to 4 people: only extra costs for course materials
Attendees return motivated and confident that they can add value to their PMO and their associated projects and programmes
Understand the project management environment and their role the PMO can within it
Upgrade and acquire new skills, best practices, strategies, ideas and insights
Anticipate, then choose the correct tools and techniques
Experience increased recognition and visibility within the organisation
Be a valuable member of a team that will bring lasting change to your organisation
Projects are a serious business.
Your projects and the framework you use to manage them are unique.
We have the experience and expertise to understand and integrate your project processes, governance and interfaces into your training.
No general training organisation in Ireland has the focus needed to do this for you. We do.
Experience working with groups, being a team leader, member of a project team
Background in a domain related to anticipated projects: IT, HR, finance, procurement
Strong communication skills, written, presentation, reporting
Strong time management skills, multitasker who meets deadlines effectively
Upon completion, trainees will have sufficient knowledge and understanding of projects to interact effectively and act as an informed project support member working in any administrative capacity that is approved by the organisation and directed by the project manager.
Project Environment: key project concepts, organisational and project environment differences, project types, life cycles, outputs, outcomes & benefits
Roles, Responsibilities, Relationships: project coordinator, project manager and team
Working With Project Teams: influencing skills, project problem solving tools
Initiation Stage: project adminisatration set up
Planning Stage: tools for planning, scope, schedules, budgets, quality, risk & comms
Execution Stage: administrative monitoring, controlling and project progress reporting
Close Stage: administrative closure and maximising learning tools
Know how the coordinator's role can add value to their project
Understand the challenges a project coordinator will face
Know how to select and apply coordinator tools and techniques
Know how coordinators need to navigate the project environment
Understand the importance of operational management and project management
Understand project management terminology and definitions
Understand all project team roles and responsibilities
Understand the wider profession of project coordination and the resources available
Example: 8 hrs. over 6 months: Months 1 & 2 (2 hrs. / mth.), 3, 4, 5 & 6 (1 hr. / mth.)
Follow on is a blend of face to face, phone and email communication as needed
Project Support Professional
Highly dependent on training needs analysis. Conact us to discuss >>
Onsite: Standard meeting room (during formal training); standard desk during analysis
Offsite: Trinity Street, Dublin; arranged anywhere in Dublin and Ireland
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Depending on the goals and configuration of your project management office, dedicated project office or individual project management officer, they are concerned with a wide range of management activities:
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Project management focuses a large amount of attention to risk. Risk management, is a specialised function that is designed around the needs to your project environment that is increasingly complex. In this capacity, you enhance and protect the needs of your organisation. Different projects, organisations and situations require a variety of approaches to project risk management. We focus on the practical ways that project risk that are aligned to your organisations needs. We work out the best ways to plan the management of project risk and their interfaces with the project. we put the identification, analysis (quantitative / qualitative). How best to respond to risk, then monitoring.
- identify and assess project risks,
- mitigate threats and
- capitalise on opportunities.
prepare to deal with events that can negatively impact project schedules.
Analysis techniques typically capture and identify weaknesses and threats.
risks are out there to be found and dealt with.
Projects must clearly state and prove the reasons they really exist. Projects must focus on their outputs, but must also define the organisation outcomes and benefits. That said, if the organisation is clear that the project is about outputs, so be it. Scope comprises the totality of the outputs, outcomes and benefits and the work required to produce them. It is the scope of work that is the deciding factor as to whether it will be managed as a project, programme or portfolio. the resulting change management.
Establishing. Understanding, defining and managing scope.
