Workshop Overview

Programs are clusters of Projects taken as a Group to achieve organizational synergy. Generally this grouping is carried out with a strategic intent when the benefits of the collective execution and tracking of the component Projects are paramount. More often than not, the Projects in the Program share critical resources and have an overall budget associated with them.

As organizations expand, they need to undertake diversified Projects to accomplish their strategic objectives. Within a limited budget, many projects tend to vie for inclusion. In this context, an intermediary structure becomes necessary to ensure that right projects are selected, grouped and executed properly. Program Management Office (PMO)s are such institutions, vested with the responsibilities of Project qualification, risk assessment, establishing Project Management processes and tracking of multi-Project Project progress.

Organizational Project Management Maturity Model (OPM3), propagated by the Project Management Institute (PMI), gives a framework for the organizations to assess the current maturity of their Program / Portfolio Management processes, in pursuit of achievement of their strategic objectives.

Workshop Contents

The current workshop addresses following themes across the Program Management Lifecycle:

• What are Programs and how are they different from Projects?
• When do Programs arise and in which types of organizations they are predominant?
• How to undertake Program Portfolio Planning?
• The role of Program Management Office (PMO) in successful execution of Programs
• Multiple types of PMOs – Strategic, Tactical and Operational models
• Roadmap for setting up and operationalising PMOs
• Successful PMOs - prerequisites
• Introduction to OPM3 model of PMI
• Assessment of Organizational Program Management Maturity using the OPM3 model

(OPM3 has been published by the Project Management Institute (PMI®), as a continuum in the standards for effective Project Management. Whereas the earlier standards addressed the management of discrete Projects and development of competency for Project Managers, the domain of OPM3 is predominantly Programs/ Portfolio Management and how to manage them effectively.)

Program Management processes and assessment of the Organizational capability to execute Programs are intricately linked. The multiple elements of the OPM3 model cover these aspects and include the following elements:

- The Knowledge element: What is organizational Project Management Maturity and how it can be recognized?

- The Assessment element: How do we ascertain the Organization’s current Program Management capabilities and identify areas for further improvement?

- The Improvement element: What is the Roadmap by which organizations move from current state to the increased levels of maturity? Which are the sets of ‘Best practices’, supporting the implementation of the Improvement process in Project, Program and Portfolio Management ?

Workshop Objectives

The workshop covers how the Maturity can be viewed in the multiple domains of Project, Program and Portfolio Management and also across varying stages of Organizational process improvement - like ‘Standardize, Measure, Control and Continuously Improve.’ Within these two dimensions, the progressions of capabilities, which enable the organization to evolve, are elaborated.

In addition, the Workshop will discuss the following aspects of Program Management and the PMO:

- Setting up of Key performance Indicators (KPIs) to assess the Program Management maturity.

- How to measure the Cost effectiveness of setting up and operationalising PMOs?

- How to build knowledgebase and enhance the Project delivery capabilities of the organization?

Workshop Format

The Workshop covers the theoretical aspects, supplemented by practical illustrations wherever necessary.


Who should Attend

• Senior Project Managers (with 5+ years of PM experience)

By attending this program, you earn 14 Professional Development Units (PDUs) awarded by PMI®