Plenty of organisations run good individual projects and still lose money, because nobody owns the standards, priorities, and reporting that connect those projects to strategy. That gap is exactly what a well-run Project Management Office (PMO) closes, and it is the focus of this course from the Arab British Fellowship Training Academy.

Participants examine the different PMO models — supportive, controlling, and directive — and how to choose the right one for their organisation, then move into governance frameworks, portfolio selection, and the standards and tools that keep project delivery consistent. Through case studies and practical exercises, the course builds the knowledge needed to set up a PMO from scratch, mature an existing one, or step into a portfolio-management role that selects and oversees a balanced set of projects and programmes.

Who Should Attend?

• Senior project managers, project directors, and program managers overseeing multiple related projects.
• PMO analysts, coordinators, and project management professionals (PMPs).
• Organisational leaders, executives, and change managers involved in business transformation.
• Project consultants and advisors supporting PMO design or implementation.

What You Will Gain

• A clear understanding of PMO roles, responsibilities, and the different PMO models and structures, and how to pick the right one.
• The ability to build and implement PMO governance frameworks, standards, and methodologies that support consistent project delivery.
• Skills for selecting and overseeing a portfolio of projects and programmes, including risk analysis and performance reporting.
• Practical approaches to PMO stakeholder management, maturity assessment, and overcoming common implementation challenges.

Module 1: What a PMO Does and Why It Matters

• What a PMO actually does day to day, and how it differs from simply "managing projects."
• Governance, standards, methodology, and support as the four core functions of a PMO.
• The direct link between PMO maturity and portfolio-level business value.

Module 2: Choosing the Right PMO Model and Structure

• Supportive, controlling, and directive PMO models, and what each one means in practice.
• Matching the PMO structure to organisational needs and culture.
• Positioning the PMO to support both project-level delivery and portfolio-level decisions.

Module 3: Setting Up and Governing a PMO

• Step-by-step: planning, setting up, and launching a PMO.
• Change-management considerations that determine whether a new PMO gets adopted or ignored.
• Building project governance frameworks and monitoring compliance with standards.

Module 4: Portfolio Strategy, Selection and Prioritisation

• Studying organisational strategy, goals, and KPIs before selecting portfolio components.
• Analysing strategic alignment and setting priorities across competing initiatives.
• Building the portfolio charter, roadmap, and management plan, then approving and tracking components.

Module 5: Tools, Technology and Performance Management

• Selecting and implementing PMO software and automation solutions.
• Capacity and demand analysis, and scenario planning for portfolio decisions.
• Tracking portfolio value and producing reports that support senior management.

Module 6: Risk Management Across Projects and Portfolios

• The difference between project-level risk and portfolio-level risk.
• Building a portfolio risk-management plan, including qualitative and quantitative analysis.
• Risk classification, scoring techniques, and ongoing risk monitoring.

Module 7: Stakeholder Communication and Reporting

• Identifying PMO and portfolio stakeholders and analysing their expectations.
• Communicating effectively with stakeholders and senior management to build support and alignment.
• Defining and tracking PMO performance metrics, and presenting portfolio results to stakeholders.

Module 8: PMO Maturity, Common Challenges and Best Practices

• Assessing PMO maturity levels using established maturity models.
• Common challenges organisations face when implementing or scaling a PMO.
• Best practices for overcoming implementation obstacles and sustaining PMO success long-term.