The Program Management Office (PMO) - The Strategy Execution Arm

● Week 1: The first week sets the stage for the role program management offices play in driving strategic efforts, creates an understanding of the value-driven mindset highlighted in the PMBOK Guide in the actions of the PMO, and illustrates with practical consulting examples the secret sauce of empowering staff to turn to focus on program’s value into programs success.

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● Week 2: With 46% of company cultures having management teams at odds with agile values, the second week explores how PMOs have been leading the movement to insert the right degree of agile practices in new projects, showcases examples of the methodical shift by senior management to a hybrid organization, and highlight agile use in industries such as infrastructure and construction where traditionally this could not be thought of.

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● _Week 3: According to the project management institute (PMI’s) Pulse of the Profession survey, 73% of programs and projects at organizations with high project management maturity meet their original business intent, so during this week diving into risk-based governance will contribute to enterprise-wide maturing of the right balance between alignment and autonomy, using the Spotify model and other governance examples will explain how PMOs, project management tools, and KPIs focus on outcome realization across business lines can support strategic agility. _

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● Week 4: The last week covers the vital importance of fitting project management processes and the PMOs as the enterprise learning engines of the future, the role the portfolio management office (PMO) plays in mentoring and providing the End to End (E2E) views, how to shift where program managers spend their time, using a simulation white paper to activate the learning culture, understand the role of PMIS for decision-making in the ‘project economy, and how to seek out skill sets from across the business to guide continuous improvement and achievement of program benefits.