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IPMO-E© Expert Certification in PMO by AIPMO® / Zurich 18 – 22 March, 2019

Since project management offices began to appear in organizations, academic researchers, project management practitioners and their organizations have been asking how best structure project management offices (PMOs), what roles, functions and leadership styles should they adopt to provide the maximum value.


Less than 33% of PMOs reach the full potential[1] which indicates a limited understanding in how PMOs should be defined not only at the project, program and portfolio levels, but also with organizational enterprise PMOs, departmental, divisional and research PMOs. There is virtually no experience nor understanding how to design a topology for a networked set of PMOs to address organizational issues irrespective of industry, organization type and size, that optimally supports the organizational needs of today, and tomorrow [2].
This course brings together the latest in academic research and best practices across the project, program and portfolio (strategic) areas into a PMO framework based on the AIPMO® standard that will allow the attendee to understand the building blocks of project, program and portfolio management, success factors, success criteria, PMOs types, assessment of the current PMO setups in terms of SWOT and then a roadmap to strategically design and implement a topology of networked PMOs to ensure PMO alignment to organizational needs. Furthermore, strategic PMO capabilities can extend beyond the traditional functions of project, program, and portfolio and into the realm of organizational and transformative change for sustainment of strategic business execution excellence.

As a PMO expert, you will be able to assess PMOs in operation within the context of your organization, the project types they support, appropriate leadership styles, PMO functions including their ability to act as catalysts to knowledge sharing units that seed and support innovation groups whilst understanding the risks associated with long-term PMO performance. In doing so, will you will have opportunity to find out why some PMOs might perform below expectations, what are the drivers for change, as well as learn how to improve individual and collective PMO performance in an organization to achieve maximum business value. You will be able to design and establish an enterprise-wide PMO strategy based on a PMO topology concept – modeled to your organization environment and from this develop your PMO services and capabilities based on the ‘Group PMO services and capabilities catalogue’. You will also understand the content and purpose of key PMO document deliverables both at the group level and at individual PMO levels. Key documents from the course will be provided so you can use them immediately at your workplace to allow a quick start in building and running high performing enterprise-wide PMO organization.

Course Summary

Sihleggstrasse 23
8832 Wollerau
T +41 (0)44 720 16 30
Price: CHF 3’590 until 18th Jan 2019
CHF 3’790  until 18th Feb 2019
CHF 3’990  final price
Member Price: CHF 3’410 until 18th Jan 2019
CHF 3’600 until 18th Feb 2019
CHF 3’790 final price
Duration: 5 days
Method: Classroom
Location: Zurich
Language: English
PDUs: 35
 Date: 18 – 22 March 2019


Module 1: Building the context and need for PMOs

  1. How Organizational Vision, Mission and Operational Objectives are linked to the realization of organization strategy through portfolios comprising of projects and programs
  2. How project, program, product and portfolio life cycles  are related
  3. Functional, matrix and projectized organizations
  4. Challenges and risks associated with projects, programs and portfolios
  5. Project Methodologies  – pros, cons and risks associated with knowledge based, procedural and competency based methodologies
  6. Complexity and the need for principle based methodologies
  7. Understanding the difference between project management success and project success
  8. Success factors and success criteria – what they are and how to select the right ones to achieve success
  9. Type 1 and Type 2 errors – impact on project, program and portfolio success
  10. Stakeholders and their impact on PMO performance and project success
  11. Constantly changing factors’ and the impact on projects, programs and portfolios
  12. The historical requirement for PMOs
  13. History and evolution of PMOs (tactical vs strategic)
  14. Mapping project, program and portfolio success factors to the PMO function
  15. Why organizations are now giving senior management attention to fully understanding the potential of PMOs in both single and in a multi-PMO construct.

Module 2: PMO Lifecycle to build and run PMOs

  • Introduction to the PMO Lifecycle Framework
  • Business strategy and Environmental Enterprise Factors
  • Governance (The concept of governance; PMO responsibilities; Oversight of a cluster of networked PMOs)
  • Adaptive Alignment

 Module 3: Assessing the need, building, and/or extending existing PMO(s)

  • Business Needs
    Process to determine direct and indirect business needs
    ·        Direct is where business and/or where the PMO responsibilities reside that a new PMO may be required
    ·        Indirect is where there are problems in some areas and the root cause of the problems may be resolved by a PMO of some type. But the evaluation and business justification steps need to be done
  • Identification/Evaluate/Strategize
    Identification of existing PMOs and potential PMO need
    Evaluate existing and new PMO opportunities within organizational context
    Strategize -How (PMOs will best fit and support organizational needs)
  • Business Justification
    Building PMO Business Case(s)
    Tools and Techniques
  • Design, Pilot and Implement
    Defining metrics and tools
    Planning for Quality (QA and QC)
    Leveraging Organization Process Assets

Module 4:  Run, monitor and control one (or more) PMOs

  • Run PMO(s)
    PMO Operations handbook
    PMO Services and Capabilities handbook
    Identifying and supporting troubled projects
  • Monitor, adjust (change) and Control
    Proactive and Reactive aspects of PMOs
    Supporting troubled and underperforming PMOs
    Assessing PMO maturity levels
    Managing and Controlling Quality
    Competence assessment and development

Module 5:  Transform/Retire PMO(s)

  • Reason why PMOs are retired
  • Detailed process to close a PMO
  • Tools to support the closing processes
  • Facilitation of PMO Lessons Learned Discussions
  • Guidelines for transforming a PMO into another entity

Module 6:  PMO Success, PMO Maturity and the connection

  • PMO Success
    How to view PMO Success
    Ways to measure it
    Differences between PMO Performance, PMO Benefits, PMO Value and PMO Success
  • PMO Maturity
    Why PMO Success is needed to measure PMO Maturity
    Defining maturity
    Maturity models
    Defining maturity metrics
    Supporting an assessment process
    Defining the ‘to-be’ state
    Analyzing gaps

 Module 7:  Capabilities to build and run a PMO

  • Tools and Techniques for PMOs
  • Overview of Capabilities
    Strategy management
  • Business
    Project/Program management/Portfolio related
    Service/Capability Management

Module 8:  Eponymous laws, theories, and the latest on project management and PMO research

  • Definitions of a eponymous law, theory and phenomenon
  • Examples of eponymous laws that apply to project management
  • Use of theories in academic research
  • Single and Double loop learning systems
  • Applying system dynamics to model processes, contracts etc. to understand throughput and constraints before they happen
  • PMO hot research topics and top 10 findings
  • Managing management expectations on PMOs and how to stay relevant
  • Reasons why PMOs average life is only 2 years and how to adapt to increase the PMO’s value proposition
  • What comes after PMO certification in your career development to MSc in PMO, Leadership and Strategy, then a Doctorate in PMOs and/or related fields… an insight

5 days case study

The case study has been designed to allow the participants to enact out several roles including consultant, PMO Director, Head of PMO, senior management and performance manager throughout the PMO lifecycle within an industry. The participants will work in teams throughout the case study and follow a structure that builds upon a real-life scenario of an organization in transition. The case study takes the participants into the world of strategy formulation in times of uncertainty, project portfolio selection and portfolio alignment. It models the types of decisions and issue associated with PMOs including the optimal placement and configuration from an enterprise perspective. As part of the case study the teams will produce key document deliverables (artifacts) and manage the types of internal and external influences on a PMO. There will be role play and coaching throughout the week. The case study builds on the knowledge gained throughout the course and embeds the knowledge through the 30 plus exercises.


  • Understand value of the AIPMO Lifecycle framework and how to apply it
  • Know how to create an enterprise PMO Strategy and then to implement it
  • Work-through your PMO related organizational issues, develop a high-level PMO topology for your organization and get expect feedback on the process and outcome
  • Describe the different roles of PMOs in a single and networked context and across different levels of the organization
  • Understand project management maturity, PMO maturity and how they are related
  • Hands on experience applying the PMO lifecycle in the 5-day case study to create and implement an optimum topology of PMOs with the capabilities and services
  • Understand the competencies required for the different levels of PMO responsibilities including the roles of project, program and functional managers
  • Understand how to spot and support under-performing PMOs
  • Learn new tools and techniques never used before in the PMO arena


  • PMO Directors
  • PMO Managers and advanced PMO Core team
  • Senior project/program management professionals
  • Senior consultants (involved in projects and/or organizational change)
  • Project/program/portfolio managers with expertise in PMOs


AIPMO is the Association of International Project Management Officers, a professional Swiss based international association representing International Project Management Professionals (IPMO), including project, program, and portfolio managers involved in defining, establishing and running high performing, Project Management Offices (PMOs) in different industry sectors. AIPMO also offers specialist certification courses.
The AIPMO association is actively involved in the continuous process of improving the approaches and methods and promotes the participation of institutions, corporations, academy, associations, professionals, and operators in the field of PMO, to enhance AIPMO activity for defining, through an iterative process, the standard within the Project Management context and its variations between organizations and industry sectors.