Project Management Office (PMO) - Advanced

Which set of rules for project work suits us?

• Setting standards - balancing act between simplification and regulation. Which framework suits our company and our projects?
• What does a framework look like for different PM processes?
• How much regulation is needed?
• Documentation in the project management manual as a central, company-owned instrument.

Optimize tools for efficient project work with high quality standards

• How can we improve our current templates, forms and checklists?
• What can PM tools do?

Support for project participants

• How "fit" are your project managers? What support needs should the PMO provide?
• Determining requirements and providing the necessary methodological skills.
• Coaching of project participants in sub-processes and difficult situations.

Information and communication

• What data does the PMO provide to the decision makers as a central and independent body?
• What interests management from an individual project and portfolio perspective?
• Clearly define and delimit communication channels.
• Information about current and upcoming projects - inspire enthusiasm for projects!

Portfolio management

• PMO as the department responsible for the process, which evaluates new project ideas, carries out portfolio management, presents scenarios and develops decision templates.
• Form portfolios according to different criteria, e.g. strategic contribution and profitability.
• Linking strategy and planning processes in the company with the portfolio creation process.
• How can a PPM tool support this?

Improve project culture

• positively influence attitudes towards project work in the company.
• Supporting change in the company through project management.