PMO- CP®

Project Management
Office –
Certified Practitioner

Dr.Abdallh Mostafa
(MSc, PhD, ATP, PMP®, RMP®, P3O®,PMO-CP)

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 PMO- CP
Course Outline
The PMO VALUE RING Essentials
• Step 1 - Collecting Stakeholders' Expectations
• Step 2 - Defining and Balancing the PMO Mix of Functions
• Step 3- Establishing the PMO Processes and
• Step 4 - Measuring Performance
• Step 5 - Defining the PMO Headcount and Competencies
• Step 6 - Assessing the PMO Maturity and Planning Its Evolution
• step 7 -Calculating the PMO ROI (Return on Investment)
• Step 8 - Establishing the PMO Balanced Scorecard

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
• PMO Value Ring
• 8 Steps
• PMO Value Ring is Community
• PMO is Supporting area not Business area
• PMO Act as a service provider
• The most important thing for PMO is Customer
• There are no typical PMO model
• PMO must meeting expectation and delivering value
• Never follow reestablished model
• Perception value concept not number it’s a feeling
• PMO have 26 Functions
• PMO have 30 Benefits
• Relevance of benefit = benefit priority for stakeholder*stakeholder relevance

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
• Short term – long term medium term value
• Short term up to 3 months
• Medium term from 3 to 9 months
• Long term from 9 to 18 months
• Balance function and benefits
• Balance benefit realization
• EAI = Expectations Adherence Indicator (Global)
• BAI= Benefit Adherence Indicators (For Each benefit)
• Process how things work
• Every furcation has at least one process
• 4 level of maturity
• Maturity = knowledge + Experience
• 10 competences
• 4 level of professionally

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
• Function Performance

• Project success is not always indicative of the success of the

PMO.

• Everything will depend on what functions the PMO is

providing. Some can be measured in this way, some can
not.

• The performance of the PMO in providing each function

should be measured from specific indicators.

• The PMO VALUE RING methodology provides performance

indicators for each function selected for the PMO, with details
needed for its measurement.

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
• Competence Adherence Indicator = CAIp

• FTE = Full Time Equivalent

• PMO
• Strategic - Portfolio management
• Tactic - Methodology
• Operation - Support
• Function
• Strategic - Top Management
• Tactic – Group
• Operation - Individual
• Maturity Indicator
• We Create PMO to reduce losing money not to increase benefits
• ROI = Return of investment
• ROI = (Recover – Cost )/ Cost
• ROI affected by MI and CAI
• Balanced scored card to organize and balance your strategy
• one year cycle

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
• Maturity – sophistication – Driver – alignment – how to do some thing
• Internal goals – PMO team
• External goals – Stakeholders
• Generating value over time
• Stakeholders of PMO (Executive – upper management – project manager – project team member –
functional managers – served by PMO)
• EAI to select function
• 30 benefits,
• 26 functions
• 10 competencies,
• 4 levels of proficiency,
• 4 levels of maturity for each of our 26 functions,
• 14 problems
• No recommended number for EAI
• The future of PMO's? They will adapt to the new needs that will arise as organizations mature.
• According to the PMO VALUE RING methodology, value is Feeling
• The main reason for the failure of PMO's worldwide? Frustrated expectations

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
• How often should a new PMO VALUE RING evaluation
cycle be started?
• At least every twelve months
• When the PMO has new stakeholders with significant relevance
• Whenever there is a relevant change in the organization
• Successful projects are not always evidence of a successful PMO.
• Set PMO functions; establish PMO processes; define PMO team headcount.
• The PMO Balanced Scorecard was created to allow:
• The PMO tracks the realization of its own strategy and how it is
generating value for the organization.
• What is the relation between org Maturity and PMO maturity?
• Indifferent
• Is the success of the projects being always the best evidence of the success
of the PMO?
• Sometimes, based on the functions being providing value
• The Performance of CAI‐f (Function Competence Adherence Indicator) is
based on?
• Improve PMO adherence to expectations by balances its mix of
functions to stakeholders

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
• P-CAI for two professional is 65, 78 respectively, while F-CAI is 85%, this could be because?
• 85% calculated based on the best performance for this function
• Most PMO’s fail due to lack of sponsorship. True or false?
• Myth, lack of sponsorship is the a consequences of not meeting the PMO
stockholders expectations
• What is the most important aspect of PMO Maturity?
• Strategic, Operational, Tactical
• Being Strategic PMO is a sign of maturity?
• No, This myth ignores the fact that being mature has absolutely nothing to do with
what the PMO does
• In an organization, what are the most common stakeholders that a project management
office (PMO) has?
• Upper management, project managers, projects team member and functional
managers
• Why is it necessary to mix functions?
• To ensure realize & recognize the perceived value over time
• When is the Perceived Value Balance Indicator of the PMO obtained?
• In the short, medium, and long term

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
•What are some ways to guarantee that your PMO is well-balanced?
By establishing a combination of functions that align with the needs and expectations of
customers while considering the balance of the set functions
• In what manner should the performance of the PMO be evaluated?
Different and specific for each function
• Being operational, tactical, or strategic is not a sign of a PMO’s maturity. True or False?
True. PMO’s may provide strategic functions and remain strategic, but will not be mature
• What exactly is meant by the term "Return on Investment" (ROI)?
The money that will be recovered by the PMO to cover the entire Portfolio projects losses
of the organization
• To ensure the balance of the PMO, the following must be established.
Combination of functions that are aligned with the goals of the organization as well as the
benefits of the stakeholders
• Do PMO professionals and Project Managers have similar skill sets?
False, the PMO professionals’ competencies depend directly on the competencies of the
PMO
• When it comes to the PMO mix of functions, why is it so vital to achieve a balance?
Because it allows stakeholder perceive the value the PMO generates over time

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
•Can the competencies of a Project Management Office (PMO) professional be considered synonymous with
those of a Project Manager?
No, the competencies required by the PMO professional will depend on the functions being offered to
stakeholders

With what frequency should a PMO undergo a reassessment?

Specific and independent for each function

To what does the acronym CAI-p refer?

Personal Competence Adherence Indicator

When it comes to the PMO Value Ring, what is considered?

Methodology

What competency is being able to identify opportunities and propose solutions that will optimize project
performance?
Proactive

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
What is a term given to the capacity of communities to collaborate intellectually?
Collaborative intelligence

On the basis of the PMO Maturity Cube, the functions of the PMO can be categorized as?
Operational, Tactical and Strategic

The three dimensions that comprise the scope aspect of the PMO maturity cube are
enterprise, departmental, or program-project.

In the following list of approaches which one is not an approach to measuring the impact of
performance?
The measure of the impact of the function performance on the Portfolio Managers’ value
perception

What is the origin of the information that is obtained through the use of crowd sourcing?
The general public

Crowdsourcing leverages the collective intelligence and contributions of a large group of

people, often from diverse backgrounds and with varying levels of expertise, to achieve
specific goals or solve problems.
Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)
 PMO- CP
•How is the VCoP – Virtual Community of Practice being formulated?
By Individuals

What are the three key components for successfully implementing a PMO's strategy?
Strategy planning, Strategy execution, and Strategy auditing

Given the methodology of the PMO Value Ring, is the Maturity of the PMO is based on Functions, right or wrong?
Right, and meeting stakeholder expectations

IEVP stands for ‘Indicator of perceived value balance’

In what ways does benchmarking serve its purpose?

To compare the business processes of an organization with those considered best practices

Why does a PMO define and map its processes?

Because it helps in generating value for the PMO

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
Does the maturity of the PMO depend on the functions that it performs?
Yes, it is based on the selected functions

What drives a PMO to be defined as strategic, tactical or operational?

As defined by select functions

Identifying interdependencies among tasks, activities & processes as well as the ability to
liaise with stakeholder through the identification process is called:
The ability to integrate

What are the maturity types observed in the PMO Value Ring methodology?
Strategic, tactical and operational

Most PMO’s fail due to lack of sponsorship. True or false?

False, the failure of a PMO is the result of lack of sponsorship

How can the probability of achieving stakeholder expectations be determined?

Adhering to stakeholder expectations – the higher its rate, the higher the likelihood of
stakeholder perceiving value of the PMO

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)

 PMO- CP
•What is a perceived value balance indicator?
Balance indicator of giving value to your PMO in the short, medium and long term

What formula is used to calculate ROI?

ROI = (Loss Reduction ‐ PMO Costs) / PMO Costs

At what point in time is a Service Level Agreement (SLA) established?

After defining the PMO process

Why is balancing the PMO mix of functions very important?

Because it allows stakeholder perceive the value the PMO generates over time

What needs to be considered in order to increase the maturity of a PMO?

Consider the functions that will be able to meet the stakeholder expectations

How does a PMO determine competencies?

Based on a 360° feedback process

Dr.Abdallh Mostafa (MSc, PhD, ATP, PMP®, RMP®, P3O®-PMO-CP)