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Association of International Project Management Officers - AIPMO®

AIPMO IPMO-Expert Certification (IPMO-E)

The International Project Management Officer (IPMO)® is the most important industry recognized certification series for PMOs. There are three levels of certification reflecting the level of competency: Foundation, Practitioner, and Expert.

Certified IPMO Experts have demonstrated, through a combination of formal training and competency assessment, that they have an in-depth understanding of PMO principles and practices including the design, implementation and operation of complex topologies of enterprise wide-PMOs.




Expert Certification in PMO – IPMO-E©

Since project management offices began to appear in organizations, academic researchers, project management practitioners and their organizations have been asking how best structure project management offices (PMOs), what roles, functions and leadership styles should they adopt to provide the maximum value.

Less than 33% of PMOs reach the full potential which indicates a limited understanding in how PMOs should be defined not only at the project, program and portfolio levels, but also with organizational enterprise PMOs, departmental, divisional and research PMOs. There is virtually no experience nor understanding how to design a topology for a networked set of PMOs to address organizational issues irrespective of industry, organization type and size, that optimally supports the organizational needs of today, and tomorrow.

This course brings together the latest in academic research and best practices across the project, program and portfolio (strategic) areas into a PMO framework based on the AIPMO® standard that will allow the attendee to understand the building blocks of project, program and portfolio management, success factors, success criteria, PMOs types, assessment of the current PMO setups in terms of SWOT and then a roadmap to strategically design and implement a topology of networked PMOs to ensure PMO alignment to organizational needs. Furthermore, strategic PMO capabilities can extend beyond the traditional functions of project, program, and portfolio and into the realm of organizational and transformative change for sustainment of strategic business execution excellence.

As a PMO expert, you will be able to assess PMOs in operation within the context of your organization, the project types they support, appropriate leadership styles, PMO functions including their ability to act as catalysts to knowledge sharing units that seed and support innovation groups whilst understanding the risks associated with long-term PMO performance. In doing so, will you will have opportunity to find out why some PMOs might perform below expectations, what are the drivers for change, as well as learn how to improve individual and collective PMO performance in an organization to achieve maximum business value. You will be able to design and establish an enterprise-wide PMO strategy based on a PMO topology concept – modeled to your organization environment and from this develop your PMO services and capabilities based on the ‘Group PMO services and capabilities catalogue’. You will also understand the content and purpose of key PMO document deliverables both at the group level and at individual PMO levels. Key documents from the course will be provided so you can use them immediately at your workplace to allow a quick start in building and running high performing enterprise-wide PMO organization.


Who Should Attend

  • PMO Directors
  • PMO Managers and advanced PMO Core team
  • Senior project/program management professionals
  • Senior consultants (involved in projects and/or organizational change)
  • Project/program/portfolio managers with expertise in PMOs



Key Takeaways


  • Understand value of the AIPMO Lifecycle framework and how to apply it
  • Know how to create an enterprise PMO Strategy and then to implement it
  • Work-through your PMO related organizational issues, develop a high-level PMO topology for your organization and get expect feedback on the process and outcome
  • Describe the different roles of PMOs in a single and networked context and across different levels of the organization
  • Understand project management maturity, PMO maturity and how they are related
  • Hands on experience applying the PMO lifecycle in the 5-day case study to create and implement an optimum topology of PMOs with the capabilities and services
  • Understand the competencies required for the different levels of PMO responsibilities including the roles of project, program and functional managers
  • Understand how to spot and support under-performing PMOs
  • Learn new tools and techniques never used before in the PMO arena

What You Need to Know


Classroom training: 5 days:


The training approach includes:

  • Lecture
  • Team exercises
  • Group discussions
  • Detailed five-day Simulation Case Study
  • Presentations and role play
  • Exam preparation
  • Exam – 2 hours with 100 multiple choice questions


  • 10 years experience in project, program or portfolio management
  • 2 years plus as a PMO Manager / PMO Director
  • IPMO-P™ Certification, or PMI PMP® or AXELOS Practitioner Levels in MSP®, P3O® or MoP® or IPMA (Levels C or higher i.e.,B or A)

Certification Exam

  • Exam given at the end of the course moderated by the instructor
  • Open book exam 100 multiple choice questions
  • Duration 2 hours


On successful completion of the course and examination, course delegates will be certified as IPMO-Expert™.

Detailed Course Outline

  • How Organisational Vision, Mission and Operational Objectives are Linked to the Realisation of Organisation Strategy through Portfolios comprising Projects and Programmes
  • How Project, Programme, Product and Portfolio Management Life Cycles are Related
  • Functional, Matrix and Projectised Organisations
  • Challenges and Risks Associated with Projects, Programmes and Portfolios
  • Project Methodologies - Pros, Cons and Risks Associated with Knowledge-Based, Procedural-Based and Competency-Based Methodologies
  • Complexity and the Need for Principle-Based Methodologies
  • Understanding the Difference Between Project Management Success and Project Success
  • Success Factors and Success Criteria – What They Are and How to Select the Right Ones to Achieve Success
  • Type 1 and Type 2 Errors - Impact on Project, Programme and Portfolio Success
  • Stakeholders and their Impact on PMO Performance and Project Success
  • ‘Constantly Changing Factors’ and the Impact on Projects, Programmes and Portfolios
  • The Historical Requirement for PMOs
  • History and Evolution of PMOs (Tactical vs Strategic)
  • Mapping Project, Programme and Portfolio Success Factors to the PMO Function
  • Why Organisations are Now Giving Senior Management Attention to Fully Understanding the Potential of PMOs in Both Single and in a Multi-PMO Construct.

  • Definition of Capability, Service and How They are Applied Within the PMO Context
Business strategy and Environmental Enterprise Factors
  • Definitions and What They Are
  • Describe How They influence PMO Needs, Design and Running of PMOs
  • Techniques to Categorise Impacts and Approaches to Leverage Opportunities and Reduce Threats
  • The Concept of Governance
  • PMO Governance Responsibilities
  • Oversight of a Cluster of Networked PMOs
Adaptive Alignment
  • Definition
  • What is Adaptive Alignment
  • Why is it Important?
  • Process of Adaptive Alignment

  • Process to determine direct and indirect business needs
Identification / Evaluate / Strategise
  • Identification of existing PMOs and potential PMO need
  • Evaluate existing and new PMO opportunities within organization context
  • Strategise - How PMOs will best fit and support organisational needs
Business Justification
  • Building PMO Business Case(s)
  • Tools and Techniques
Design, Plot and Implement
  • Design
  • Pilot
  • Implement
  • Defining metrics and tools
  • Planning for Quality (QA and QC)
  • Leveraging Organisation Process Assets

  • PMO Operations Handbook
  • PMO Services and Capabilities Handbook
  • Identifying and Supporting Troubled Projects
Monitor, Adjust and Control
  • Proactive and Reactive Aspects of PMOs
  • Supporting Troubled and Underperforming PMOs
  • Assessing PMO Maturity Levels
  • Managing and Controlling Quality
  • Competence Assessment and Development

  • Reason Why PMOs are Retired
  • Detailed Process to Close a PMO
  • Tools to Support the Closing Processes
  • Facilitation of PMO Lessons Learned Discussions
  • Guidelines for Transforming a PMO into Another Entity

  • PMO Success
    • Is PMO Success a good term to use
    • How to view PMO Success
    • Ways to measure PMO Success
  • PMO Maturity
    • Defining maturity
    • Maturity models
    • Defining maturity metrics
    • Supporting an assessment process
    • Defining the ‘to-be’ state
    • Analyzing gaps
  • Link between PMO Maturity and PMO Success
    • Insights into current research

  • Strategy Management
  • Consulting
  • Portfolio Management
  • Business Relationship Management
  • Financial Management
  • Product Management
  • Reporting including KPIs (Senior Management)
  • Capacity Management
  • Information Security Management
  • Supplier Management
Project/Programme Management/Portfolio Related
  • Governance and Performance Management
  • Design Coordination
  • Knowledge Management
  • Risk Management
  • Standards, Methodologies and Processes Management
  • Constantly Changing Factors Management
  • HR Management including Talent Management
  • Change Management
  • Schedule and Cost Management
  • Issue/Problem Management
  • Resource Management
  • Reporting (Project Related)
  • Configuration Management
  • Quality Management
  • Administration and Support
Service/Capability Management
  • Service Design
  • Service Transition
  • Service Measurement
  • Service Improvement

  • Definitions of a Eponymous Law, Theory and Phenomenon
  • Examples of Eponymous Laws that Apply to Project Management
  • Use of Theories in Academic Research
  • Single and Double Loop Learning Systems
  • Applying System Dynamics to Model Processes, Contracts etc. to Understand Throughput and Constraints Before They Happen
  • PMO Hot Research Topics and Top 10 Findings
  • Managing Management Expectations on PMOs and How to Stay Relevant
  • Reasons why PMOs Average Life is 2 Years and How to Adapt to Increase the PMO’s Value Proposition
  • What Comes after the IPMO PMO Certification in your Career Development

The case study has been designed to allow the participants to enact several roles including consultant, advisor, Head of PMO, senior management and performance manager throughout the PMO lifecycle within an industry. The participants will work in teams during to the week and follow a structure that models the types of decisions and issue associated with PMOs including the optimal placement and configuration from an enterprise perspective. As part of the case study the teams will produce key document deliverables (artifacts) and manage the types of internal and external influences on a PMO. There will be role play and coaching throughout the week. The case study builds on the knowledge gained throughout the course and embeds the knowledge through the 30 plus exercises.

Further Information on IPMO-Expert


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