2104 Project Management Office (PMO) courses in Cardiff delivered Online

Recipes for Strategic and Agile Portfolio Management Sara Nunez is co-author of Organizational Project Management: Linking Strategy and Projects and a recognized PMO Leader in the 2014 AMA PM Handbook. In this presentation, she will show you how to take action and transform the portfolio management discipline in your PMO function, taking into account changes in the marketplace, digital business, and new regulations. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Recipes for Strategic and Agile Portfolio Management Sara Nunez is co-author of Organizational Project Management: Linking Strategy and Projects and a recognized PMO Leader in the 2014 AMA PM Handbook. In this presentation, she will show you how to take action and transform the portfolio management discipline in your PMO function, taking into account changes in the marketplace, digital business, and new regulations. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Consulting Skills for Project Managers This course provides the project manager with the tools and techniques to improve their project management consulting skills. It has application to project managers who function as consultants internally or externally. It reinforces good business practices for reaching and maintaining agreement with key stakeholders. After attending this course, participants will improve their consulting skills in the following areas: During the requirements gathering process Throughout requirements management What You Will Learn You'll learn how to: Define the five phases of project consulting Address client's needs vs. wants Discuss requirements gathering Define requirements management Review the five stages of negotiation Process Project consulting The five phases of project consulting Client's needs vs. wants Requirements gathering and management The negotiation process

There comes a time when good things (or bad) come to an end. You will understand why it is important to close a project and the contents of a final evaluation report. This last phase wraps up the details and allows you a sense of completion. The shutdown process can be complex and drawn out with lots of loose ends. We will help you to focus on the required steps required to close the project efficiently. Learning Objectives Explain the importance of project closure, Apply nine steps for closing a project, Organize the written report Target Audience Managers, Team Leaders, Young Professionals, Sales Professionals, Customer Service Teams

What elements do you require for a project plan and how do you create a work breakdown structure? Let us help you to take the trouble out project planning. This course will teach you three steps to take when scheduling work and why it is important to schedule correctly as this will add to the success of the project. Learning Objectives Getting project budgets in control Target Audience Managers, Team Leaders, Young Professionals, Sales Professionals, Customer Service Teams

Do you know what is the project manager's responsibilities during the implementation? We will help you to implement and understand what the vital components of a successful launch are are. How do you run effective meetings? How do you control work in progress? Let us help you to understand these questions and unpack the four roles of a project manager in review meetings. You will experience conflict during the project and we will teach you how to resolve any conflict you will experience. Learning Objectives Explain the project manager's responsibilities, Apply 10 tips for leading project success, Control work progress, Negotiate for resources, Apply five strategies for resolving conflict Target Audience Managers, Team Leaders, Young Professionals, Sales Professionals, Customer Service Teams

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How to Navigate the Real-World Complexity to Drive Delivery Value for the Organization In today's uncertain and shifting global marketplace the project management profession is challenged to deliver consistent, positive results. Despite all the advancements in the PM industry, the failure rate continues to be high. The future of the PMO is 'less about the process and more about progress,' creating sustainable capability and adapting to continuous change. By supporting the implementation of strategic programs, Joanna Durand will share her experiences in defining the EPMO's role in driving delivery value for the organization. You will learn: How to position the EPMO in delivering organizational value How to define and build the core capabilities that support and sustain long-range strategic objectives How to leverage the EPMO to build the overall PMO maturity and achieve strategic objectives

Project managers should be mindful of an organization's strategic direction and supporting portfolio(s) when making project decisions. But, is this truly understood by project managers? This enterprise-wide thinking turns an average project manager into a value-added resource within any organization. Management considers these insightful project managers as promotion-worthy and deserving of 'plum' organizational opportunities. While it is certain that project resource assignment, risk and issue management, budgeting, and scheduling all have an effect on the project, can they also affect the portfolio? How do you know that? By attending this course, you will understand why project managers must 'think forward' the ramifications of their decisions, or lack thereof, on the project as well as the portfolio.

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