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IPMO-P© Practitioner Certification in PMO by AIPMO® / Zurich 26 – 30 November, 2018

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. The problem is that most of the recommendations have created confusion and are piecemeal in their approach. This knowledge has only become evident in the past few months after three years of building an integrated set of frameworks covering the world of PMOs and the world of projects, programs and portfolios.

This course brings together the latest in academic research and expert practices from the people who have also contributed to international standards in the domains of PMOs and projects, programs and portfolios. This certification course is guided by the recently completed AIPMO Master framework which is an integrated set of frameworks that provides attendees the building blocks of the world of PMOs and the world of Projects, Programs and Portfolios. The frameworks have been developed over a period of three years, and the focus for the PMO practitioner course at the level of a PMO irrespective if it is a single initiative PMOs or a multi-initiative PMO. The course covers topics of strategy formulation and execution, success factors, success criteria, PMOs and their services, assessment of the current PMO setups in terms of SWOT and then a roadmap to strategically design and implement and integrated approach to ensure PMO alignment with organizational needs. AIPMO’s Body of Knowledge is covered which comprise of  series of books covering PMO Principles, Portfolio, Program and Project Principles, PMO Tools and Techniques, PMO Services and Capabilities, plus references to three other books.

You will be able to design and establish a PMO, including a set of services within the context of the organization, the project types they support, 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. You will also under how to define and measure PMO performance, PMO Success, PMO Benefits and PMO Value and link these to the latest thinking in PMO maturity models. In doing so, will you will have opportunity to find out why some PMOs might perform below expectations as well as learn how to improve individual and collective PMO performance in an organization to achieve maximum business value.

This course is also designed to be hands-on, encompasses the day-to-day operational aspects of PMOs by detailing the challenges and best practices to improve communication and optimize resource utilization. You will learn how to prioritize projects, and monitor progress and budgets on a continual basis. You will take away key documents from the course that can be used immediately at your workplace to carryout PMO strategic and operational reviews, as well as the day-to-day activities.

Course Summary

Sihleggstrasse 23
8832 Wollerau
T +41 (0)44 720 16 30
Price: CHF 3’790.- until 26th Oct
CHF 3’990.- final price
Member Price: CHF 3’600.- until 26th Oct
CHF 3’790.- final price
Duration: 5 days (8 hours / day)
Method: Classroom
Location: Zurich
Language: English
PDUs: 35
Dates: 26 – 30 November 2018


Module 1: Building the context and need for PMOs

  • How Organizational Vision, Mission and Operational Objectives are linked to the realization of organization strategy through portfolios comprising of projects and programs
  • How project, program, product and portfolio life cycles are related
  • Functional, matrix, projectized, fluid and holonic organizational structures
  • Challenges and risks associated with projects, programs and portfolios
  • Project Methodologies  – pros, cons and risks associated with knowledge based, procedural and competency based methodologies
  • Complexity and the need for principle-based methodologies
  • AIPMO’s seven PMO Principles and how to apply them
  • Understanding the difference between project management success and project success
  • Success factors and success criteria – what they are and how to select the right ones to achieve success
  • Type 1 and Type 2 errors – impact on project, program and portfolio success
  • Stakeholders and their impact on PMO performance and project success
  • ‘Constantly changing factors’ and the impact on projects, programs and portfolios
  • The historical requirement for PMOs
  • History and evolution of PMOs (tactical vs strategic)
  • Mapping project, program and portfolio success factors to the PMO function
  • 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

  • Business strategy and Environmental Enterprise Factors
  • Governance
  • The concept of governance
  • PMO responsibilities
  • Adaptive Alignment

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

  • Business Needs
  • Identification/Evaluate/Strategize
  • Business Justification
  • Tools and Techniques
  • Design, Pilot and Implement
  • Pilot
  • 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
  • Managing and Controlling Quality

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
  • 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 including principle based models with inflection points (latest from research)
  • Defining maturity metrics

Module 7: Capabilities to build and run a PMO

  • Tools and Techniques for PMOs, Projects, Programs and Portfolios
    What are tools and techniques sorting out the confusion – definitions
    Why are tools and techniques important and what is the role of a PMO in being the knowledge librarian for them?
  • Overview of Capabilities
  • Strategy
  • Business
  • Project/Program management/Portfolio related
  • Service/Capability Management

Module 8: You and your team’s career options

  • What comes after PMO certification
  • A career in PMOs from a PMO expert to a Master in PMO, business and project management to full MSc in PMO, Leadership and Strategy to a Doctorate in PMOs or related field
  • Giving you and your team the edge


The case study has been designed to allow the participants to enact out several roles including consultant, project team member, 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 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 the value of high performing PMOs
  • Describe the different roles of PMOs in a single and networked context and across different levels of the organization
  • Understand the similarities and differences of organizational project management maturity versus PMO maturity
  • Hand-on experience on applying the PMO lifecycle using the detailed case study to walk through a real PMO enterprise example
  • Experience establishing mandate for PMOs implementations
  • Identify the steps required to implement PMOs ranging from a single project based PMO, to enterprise wide PMOs
  • Learn new tools and techniques never used before in the PMO arena


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


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.