Day 1: Diagnosing Governance and PMO Requirements

Current Project Management Problems

• Identify recurring delays, duplication, decision gaps
• Gather evidence from projects, sponsors, leaders
• Distinguish capability problems from governance problems
• Build pain-point map for project management

PMO Purpose and Value Proposition

• Connect office with results organization needs
• Identify internal customers and expectations
• Avoid services solving no real problem
• Draft an initial PMO value proposition

PMO Model Options

• Compare supportive controlling and directive roles
• Define the required level of centralization
• Align model to portfolio size/maturity
• Select initial model for a case

Day 2: Governance, Decision Rights, and Standards

Project Governance Cycle

• Define initiation, funding, stage, closure gates
• Connect gates with evidence and decisions
• Prevent duplicated administrative approvals
• Design governance cycle for a project

Decision Rights and Responsibilities

• Clarify sponsor, manager, committee, PMO roles
• Define review, approval, escalation boundaries
• Separate oversight from delivery ownership
• Build an authority matrix for projects

Standards and Methodologies

• Define minimum documentation and controls
• Tailor methods to project size/complexity
• Support predictive agile or hybrid approaches
• Design a methodology-tailoring matrix

Day 3: PMO Services and Operating Model

PMO Service Portfolio

• Choose governance, planning, support, analytical services
• Prioritize services by value and demand
• Decide what stays centralized or distributed
• Build a PMO service catalog

Team Structure and Skills

• Define analysis, scheduling, portfolio, governance roles
• Match skills with priority services
• Estimate team size from demand
• Design a functional PMO structure

Internal Work Processes

• Define intake and prioritization of requests
• Set response times and service levels
• Manage exceptions and urgent requests
• Map a primary PMO service flow

Day 4: Portfolio Data, Reporting, and Value Measurement

Project Data Model

• Define standardized fields serving decisions
• Establish status, forecast, and risk definitions
• Reduce duplicated manual entry
• Build a portfolio data dictionary

Improving Executive Reporting

• Present value progress exposure and decisions
• Define project and portfolio reporting levels
• Avoid dashboards unused in governance
• Design a leadership portfolio page

PMO Effectiveness Indicators

• Measure decision speed, forecast quality, compliance
• Separate office activity from enterprise impact
• Gather sponsor and project manager feedback
• Build a PMO value scorecard

Day 5: PMO Establishment Project and Launch Plan

Maturity and Priority Assessment

• Assess readiness to adopt governance controls
• Identify gaps requiring resolution before automation
• Choose scope capable of proving value
• Establish a project management maturity baseline

Phased Establishment Roadmap

• Sequence governance services data and tools
• Define measurable early wins
• Manage changes to roles and responsibilities
• Prepare a six-month launch plan

Approval Committee Simulation

• Present value proposition model and services
• Defend required resources and authority
• Address objections concerning bureaucracy
• Approve initial scope with success measures

• Organizational diagnosis before selecting a PMO model
• Services and decision rights designed around real cases
• Portfolio data and reporting laboratory
• Establishment project presented to an approval committee