• How to make the value of execution excellence an ongoing organizational priority

• How do you develop the value mindset and the benefits management muscles of the program teams?

• The understanding of co-creating within project teams and why in project planning and execution, moving to a hybrid way of working allows us to get the most out of the program life cycle and the choices teams make to be organized and work.

• How do you design risk-based program governance around business goals, explore the risk appetite, and cascade the risk management strategy across the portfolios of programs and projects?

• How does a supportive PMO use risk-based governance to provide meaningful and faster decisions to ensure programs/projects’ success?

• What are the building blocks for a successful strategic project management office (PMO) that drives strategic planning and is the learning engine for the enterprise, enhances the flow of value across programs, and guides continuous improvement?

● 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.