PMO- CP®

Project Management
Office –
Certified Practitioner

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

1
 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 = MI
• 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

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

 PMO- CP
• 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
• 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

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

 PMO- CP
• 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

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

 PMO- CP
• 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

•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

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

 PMO- CP
• 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

• 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.

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

 PMO- CP

• 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.

• 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)

 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

• PMO ROI affected by which of the followings?

Competences of the PMO and maturity level

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

 Questions
PMO ROI affected by which of the followings?

1. Competences of the Organization and maturity level

2. Competences of the PMO and maturity level

3. Reduce the costs of the organization

4. Evolve the PMO to be strategic and deal with upper management and strategic matters

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

 Questions
With regard to the PMO Value Ring framework, how many steps are there?

1. 6

2. 8

3. 26

4. 14

PMO VALUE RING including eight steps of the

1.DEFINE THE FUNCTIONS OF THE PMO
2.BALANCE THE MIX OF FUNCTIONS OF THE PMO
3.DEFINE THE PMO PROCESSES
4.DEFINE THE PMO KPIs
5.DEFINE HEADCOUNT AND PMO COMPETENCIES
6.IDENTIFY THE PMO MATURITY AND PLAN ITS EVOLUTION
7.CALCULATE PMO ROI
8.MONITOR THE STRATEGIC PERFORMANCE OF THE PMO

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

 Questions

How many Function, Benefits in PMO VR?

1. 14, 26

2. 26, 30

3. 30, 26

4. 26, 8

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

 Questions
Why there is many KPI for each function?

1. To measure the performance of projects under the PMO

2. To measure the performance of the service provided

3. Your answer is correct

4. Because, there is certain importance of each KPI showing the perceived value for the stockholders

5. To measure the performance of the organization's business

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

 Questions
Why formally define formal processes of PMO?

1. To manage projects, programs and portfolio

2. Compose of service catalog to be aligned with stakeholders expectations

3. To be project management processes

4. None of the above

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

 Questions
What is the most important aspect of PMO Maturity?

1. The current level, desired level, excepted level

2. Short term, Medium term, Long Term

3. High, Medium, Low maturity

4. Strategic, Operational, Tactical

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

 Questions
Which of the following is not a suitable approach to boost the return on investment (ROI) of the PMO?

1. Reduce the costs of the PMO

2. Expand the portfolio projects mandated under the PMO

3. Improve competences and maturity levels

4. Evolve the PMO to be strategic and deal with upper management and strategic matters

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

 Questions
What does it mean to have strategic functions?

1. Strategic functions are focus on a single project, program or individual

2. Strategic functions are focus on a set of initiatives or individuals.

3. Strategic functions are clearly related to strategic matters to upper management.

4. Strategic functions are concerned about Tactical, Operational functions

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

 Questions
Can you explain the distinction between internal and external goals?

1. External goals for org. stakeholders

2. Internal goal established with the Organization and external goal established with the out of the

organization

3. Internal goals for the PMO team and external goals for the PMO stakeholders

4. Internal goals within the organization

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

 Questions
What is the most effective model for PMO?

Agile PMO

Strategic PMO

Center Of Excellence PMO

None of the above

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

 Questions
What do you consider to be the most challenging of any PMO?

1. Reducing the losses of the organization

2. Generating effective value to the organization

3. Increasing organizational maturity

4. Determine which functions and benefits are appropriate.

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

 Questions
When is the Perceived Value Balance Indicator of the PMO obtained?

1. Over time

2. When it is stated by the various stakeholders

3. Immediately

4. In the short, medium, and long term

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

 Questions
Does the maturity of the PMO depend on the functions that it performs?

1. Indifferent, Maturity is not stated

2. Yes, it is based on the selected functions

3. False, it is based on the benefits provided

4. False, it is based on the services offered

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

 Questions
The PMO global alliance is a global?

1. Community

2. Alliance

3. Framework

4. Organization

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

 Questions
How many levels of maturity does a PMO have?

1. Four

2. Two

3. Six

4. Eight

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

 Questions
In what ways does the maturity of the PMO (aspects) get classified?

1. Operational maturity, Tactical maturity and Functional maturity

2. Operational maturity, Tactical maturity and Strategic maturity

3. High maturity, medium maturity and low maturity

4. Long-term maturity, medium term maturity, lower term maturity

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

 Questions

Is the first step in selecting the type of ideal PMO for the organization?

1. The type of PMO is the starting point to establishing a PMO

2. Without determining the type of PMO, you cannot determine processes to fit

3. There is no ‘ideal’ type of PMO and this is the most widespread myth about PMOs

4. None of the above

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

 Questions
When does the maturity of the PMO become apparent?

1. The PMO is evolved to strategic

2. The PMO is more sophisticated

3. Projects managed by the PMO are successful

4. The PMO’s maturity is at the same level as Project Management maturity

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

 Questions

Does the Strategic or Operational PMO sign of PMO maturity?

1. No, it is only a myth.

2. Yes, being strategic is a sign of maturity

3. It is based on the size of the organization the PMO is serving

4. Yes, being Operational is a sign of maturity

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

 Questions
What exactly is meant by the term "mix of functions"?

1. A set of functions that will minimize the probability of meeting the identified requirements

2. A set of benefits that will maximize the number of functions selected

3. A set of benefits that will minimize the number of functions selected

4. A set of functions that will maximize the probability of meeting the identified demands

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

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