The new age of globalization, information, and communications has prompted executives to seek ways to improve on the delivery of products and services. The quest to execute on strategies in an efficient and effective manner has been, for the most part, an elusive goal for organizations in all aspects of business, government, and academia. In part this quest has been a challenge because executives have been unable to demonstrate success in achieving key operational objectives through proper implementation of strategic projects and change initiatives. This challenge has been the primary drive behind the demand for the Project Management Office (PMO) as a corporate transformation driver.
Launching a PMO in the organization is often a complex project however, that results in confusion over process, structure, and even terminology. While the profession has been somewhat divided over the concept of PMO and what it is intended to do, this course takes a different approach. The premise is based on a "how to" approach for establishing a PMO by implementing two simultaneous work streams for building and operating the PMO. Through a 12 week journey, the PMO leaders can implement a fit for purpose PMO that can grow based on the needs of the organization. The approach is based on a “building block” mentality that allows the PMO to become operational as quickly as possible through a scalable design. The concept of “RapidStart” is ultimately focused on a pragmatic model as opposed to an “all or nothing” paradigm. This is a unique approach that almost flies in the face of other approaches that address the topic which tend to focus on designing the “ultimate” PMO as opposed to the pragmatic one. Finally, the course leverages examples of how these building blocks were used in real life situations and projects from across the globe.
Philip R. Diab has extensive experience in project, program, and portfolio management spanning several industries and organization types. Having led global teams across 4 continents and in 10 countries, Philip has developed in depth expertise in the area of strategy and transformation. As a tireless advocate and a recognized leader in project management, Philip travelled to more than 30 countries in North America, Latin America, Europe, Africa, the Middle East, and Asia representing the profession and the Project Management Institute (PMI). Philip is a two term PMI Board Member who served on PMI's Governance Committee for 4 years and as PMI Chairman in 2008. During that time Philip met with thousands of practitioners and established a solid understanding of the nuanced approach of project management in the field. Philip is a compelling speaker who is able to energize audiences large and small while using real-life examples on leadership from his career.