We are often asked the question by potential students “Will PRINCE2 training enhance my project management career prospects?” There is a very simple answer to this – Yes!

Most people considering PRINCE2 qualifications do so for career and/or personal development reasons. In the current economic climate, this is often driven by a change of job or career direction, sometimes not by choice. There is strong evidence that indicates that having up to date PRINCE2 qualifications could be the difference between being selected for a new position, whether you have years of project management experience or not. It could, in certain cases, be the difference between selected to stay in your current position or being released.

Over the past few years, PRINCE2 has become the recognised international standard for project management and many advertised positions now state PRINCE2 qualifications as a prerequisite, without which an application may be rejected. As an example, a recent query on the UK website ITJOBSWATCH (April 2010) indicated that over 60% of permanent IT project management jobs on the site now include PRINCE2 qualifications as a requirement.

However, PRINCE2 is a generic project management method and its use is not restricted to the IT sector. After a relatively slow start following its launch in 1996, the demand for PRINCE2 qualifications has surged in recent years. This is due to organisations across all industry sectors recognising the benefits of implementing a structured approach to project management and its effects on delivering projects. This has, not surprisingly, led to a surge in demand for PRINCE2 qualified staff.

Having originated in the UK Public Sector, the method is understandably widely used there. It is the standard method for project management across the Public Sector. PRINCE2 is used by all Central Government departments such as the Department for Children, Schools and Families, the Home Office and the department for Business Innovation and Skills. It is also used across the National Health Service and the Local Government sectors, some examples being Manchester City Council and Norfolk County Council, both long-term users of the method. Consequently, project management positions in the public sector are likely to demand PRINCE2 qualifications.

The growth in demand for PRINCE2 qualifications though has not been driven entirely by the Public Sector. There has been very significant growth in recent years through the adoption of the method by many other organisations. Some of these represent suppliers to the public sector, where having PRINCE2 trained staff is a requirement for bidding for work on Government contracts and these suppliers are likely to require PRINCE2 qualifications for project management positions. However, PRINCE2 is currently being used very widely across all industry sectors in the United Kingdom, including Banking, Construction, Engineering, Transport, Utilities, IT and Telecommunications.

Despite its UK roots, demand for the qualifications has also surged internationally. The latest figures from APMG (the examiners of PRINCE2) indicate that over 400,000 students worldwide have successfully passed examinations in PRINCE2. To fulfil this demand there are over 175 accredited training organisations internationally. The PRINCE2 manual is currently available in 9 languages and examinations are available in English, Dutch, German, French, Italian, Danish, Polish, Spanish and Chinese in 89 countries worldwide.
The United Nations adopted PRINCE2 for the UN Development Programme a number of years ago and has implemented PRINCE2 internally in 150 countries. There is also growing interest from the USA where they have started to recognise the benefits of using the PRINCE2 method alongside their existing standard for project management, the Project Management Institute Body of Knowledge (PMI/PMBOK).

From UK Public Sector beginnings, PRINCE2 has become the international standard for project management and PRINCE2 qualifications are now in demand worldwide. Having up to date PRINCE2 qualifications could be a passport a new position or even to an international career in project management.

This article was written by Ian Rosser on behalf of AFA. AFA deliver are accredited by the APM Group to deliver PRINCE2 Training Courses. Assisting you to deliver change whether at the personal, team, project, programme portfolio or organisational level.

I am giving away paper copies of the book “How To Become A Contract Project Manager” to the first people to comment, sharing their experience, on the following point:

“Can a good PMO become a good Project Manager?”

I look forward to your comments!

Best of luck!

I have three free full software licensed copies of Mpmm Project Management Software to give away….

This software was designed by Jason Westland to aid project managers in the management process.

You may have noticed recently some great guest articles from Jason Westland on this site!

Mpmm is a project management methodology software that enables a project manager to plan their projects effectively, track projects like never before and manage time effectively. The system itself is a great educational resource, as well as that it includes the best project management templates that you will find any where on the internet.

This software retails for $495 and the professional version is the top selling software on the website mpmm.com.

This software is a product of 16 years of experience and it certainly won’t disappoint.

The first three people to comment on this article will receive the software.

The theme of the discussion to comment is:

“Making the move from PM to PMO or vice versa”

I look forward to seeing your comments

Good luck!

Steven Mulhall

THANKS EVERYONE

I HAVE NOW SEND ALL COPIES OF THE SOFTWARE – COMPETITION CLOSED!

What is Project Portfolio Management? Well, the short and sweet definition is that it’s “managing most (or all) of an organizations resources towards achieving a common goal”. Wow – that’s huge!

Yes, if you’re responsible for managing a portfolio of work, then you often have all, or at least a large portion of the organizations resources (people, equipment, money…) at your disposal. This is why portfolios usually include a whole suite of projects, programs and even operational work, grouped together to achieve a common goal. So how do you manage a portfolio? Take these 4 steps:

Initiate your Portfolio

When starting up a new portfolio of work, take the first step by identifying the elements of the business strategy that will be achieved by the portfolio and the timeframes in which it must be delivered.

Then create a Portfolio Charter (like a Project Charter), stating the objectives, scope, constraints and risks involved in undertaking it. You will then want to create a Portfolio Management Office consisting of planners and administrators responsible for reporting the status of the portfolio at all times.

And you’ll also want to create a Governance Structure, which is a fancy term for appointing the portfolio sponsor, board and manager, as well as making sure that their roles are clearly defined.

Plan your Portfolio

Now comes the fun bit – scoping out the programs, projects and operational work that are needed to undertake the portfolio. Make sure that you scope each group of work clearly and accurately, and that there is no overlap between related projects.

Also, make sure you balance your resources evenly across programs. Remember, you only have a fixed amount of resource at your disposal, so make sure there are no shortages or surpluses in your plan.

Once you’ve scoped out the programs, projects and other related work, schedule it all in a Gantt Chart. Then make sure that items on the critical path have ample resource to succeed.

Execute your Portfolio

Then kick-off your programs and projects in the order specified in your plan. You’ll need to appoint Program and Project Managers for each chunk of work and closely monitor their delivery.

While each program and project is being delivered, you need to carefully monitor and control the overall performance of the portfolio, to make sure that it delivers the strategic goals agreed.

Close your Portfolio

Portfolios don’t usually close over night like projects do. The reason is that by the end of the portfolio schedule, the majority of the value of the portfolio should have been gained by the business. If you’ve worked smart, you will have scheduled the high value projects at the start and the low value projects at the end, so the success of the portfolio will already be known throughout the organization.

To close your portfolio when ready, you need to document its outcome in a Portfolio Closure Report. In this report you will specify the strategic objectives achieved and value delivered to the organization. Then gain approval to release the remaining staff, suppliers, equipment and funds held by the portfolio team.

So if you get the opportunity to run a portfolio of work, you can use these tips above to boost your likelihood of success.

Jason Westland is a project manager with 15 years of experience in the field. He has managed multi-million dollar projects from all around the world. Jason is also the owner of a popular web project management software which can be found at projectmanager.com

As a Project Manager, you have to document your projects quickly and efficiently to ensure success. In this article, we’ll tell you which documents you need to complete to deliver your projects on time.

How to Document your Projects

Here are the essential documents you need to complete…

Initiation
■ Business Case: To justify the financial investment in your project, you need to write a Business Case. It lists the costs and benefits, so everyone knows what the return on investment will be.
■ Feasibility Study: Before you kick-off your project, you need to determine whether your project is feasible, using a Feasibility Study.
■ Project Charter: You then need to document the objectives, scope, team, timeframes and deliverables in a Project Charter.

Planning
■ Project Plan: You need to create a Project Plan listing all of the tasks required to undertake your project from start to finish. Every task must be scheduled, so you know what needs to be done and when.
■ Resource Plan: Next, you need to plan your resources by documenting the money, equipment and materials needed for your project.
■ Quality Plan: You then need to set quality targets, so that the project deliverables meet the expectations of your customer.
■ Risk Plan: All of the risks need to be documented and their likelihood and impact on the project identified.
■ Communication Plan: You need to plan your communications, so that you send the right messages to the right people, at the right time.

Execution
■ Time Management: You need to use Timesheets to track time spent on your project. Then update your Project Plan with your Timesheet data to see whether your project is still within schedule.
■ Cost Management: Track your costs using Expense Forms. Every expense is formally logged and approved, so that you can confirm at any time that you are currently under budget.
■ Change Management: Document each change to the project scope, using Change Forms. You can then control change to ensure your project is always on track.
■ Risk Management: Use Risk Forms to document each risk to the project. You can then manage project risk carefully to ensure that nothing happens that will affect the project schedule or budget.
■ Issue Management: As each issue occurs on the project, you need to investigate its impact on the project and then write it up on an Issue Form. You can then kick off the tasks needed to resolve it quickly.

Closure
■ Project Closure Report: When your project is complete, document all of the actions needed to close the project properly. This includes releasing teams and suppliers, equipment and materials.
■ Post Project Review: And after your project has been closed, you can review its success and document the results for your sponsor. That way, you can show that all of the objectives were met and that the project was delivered on time and within budget.

And there you have it. By completing each of these documents for your project, you can boost your chances of success.

Author – Jason is a project manager with 15 years of experience in the field. He has managed multi-million doller projects from all around the world. Jason is also the owner of a popular web project management software which can be found at projectmanager.com

I decided to put together some information on the training and certification available for Project Managers.

The following gives some idea of approximate cost and the length of training, perhaps therefore the time needed out of your schedule.

Name of Qualification	Level	Organisation	Training Duration	Approximate Cost *	Training Providers
PRINCE2	Basic	OGC	1 week	£1750
PRINCE2	Basic / Intermediate	OGC	Various	Various	http://www.afaprojects.com/ resources_prince2.asp
PRINCE2	Intermediate	OGC	Various	Various	http://www.tpgacademy.com
CAPM	Intermediate	PMI	3 days	Various	www.xpertise.co.uk www.seeklearning.co.uk
PMP	Intermediate	PMI	1 week	£1500
APM – Introductory Certificate in Project Management	Basic	APM	2 days	£150	http://www.ilxgroup.com/ http://www.pmprofessional.co.uk www.sterialearningservices.co.uk www.quanta.co.uk www.qa-iq.com
APMP	Intermediate	APM	5 days	£300	www.tpgacademy.com http://www.pmprofessional.co.uk www.parity.net/training www.hemsleyfraser.co.uk
APMP Practitioner Qualification	Advanced	APM	2.5 days	£2500	http://www.ilxgroup.com/ http://www.pmprofessional.co.uk
Foundation Certificate in IS Project Management	Basic	ISEB	3 days	£150	www.parity.net/training www.qa-iq.com www.sterialearningservices.co.uk
Certificate in IS Project Management	Intermediate	ISEB	5 days	£2000	www.ilxgroup.com www.parity.net/training www.qa-iq.com www.sterialearningservices.co.uk
ISEB Certificate in Programme and Project Support Office Essentials	Basic	ISEB	4 days	£150	www.ilxgroup.com www.sterialearningservices.co.uk www.parity.net/training
Advanced Certificate in Programme and Project Support Office	Intermediate	ISEB	5 days	£2000	www.ilxgroup.com www.parity.net/training www.sterialearningservices.co.uk

I decided to compile a list of books that have been useful to me, as a Project Manager.

I have included cover pictures and a link to Amazon for more information on the book.

Some of these books are designed to be a reference to help you in your job, some of them to help with specific PM qualifications and some just to read and retain. I have placed the books in order of importance and influence to my knowledge as a Project Manager:

	A Guide to the Project Management Body of Knowledge: PMBOK Guide (PMBOK Guides) Project Management Institute (Paperback – Oct 2004) £51.51 The PM Bible, this contains all terms and of course is required for PMI, CAPM and PMP exams.
	Project Management for IT-related Projects: Textbook for the ISEB Foundation Certificate in Project Management Bob Hughes, Roger Ireland, Norman Smith, David I. Shepherd (Paperback – Aug 31, 2004) £20.98 This is the official text for the ISEB Foundation Certificate in IS Project Management. One of the best introductions to IS PM.
	Project Management in the Real World Elizabeth Harrin (Paperback – Nov 1, 2006) £20.98 This is a great book, probably suited to those who have already worked in PM. This book gives case studies and real world examples of what works.
	Goal Directed Project Management: Effective Techniques Erling S. Andersen, Kristoffer V Grude, Tor Haug (Paperback – Feb 26, 2004) £21.38 This is one of the first PM books I read! Groundbreaking at the time in changing the paradigm from task orientated to goal orientated project management.
	PMP Exam Prep: Accelerated Learning To Pass PMI’s PMP Exam- On Your First Try! Rita Mulcahy (Paperback – Sep 30, 2005) £41.78 Widely known as THE product to help you pass PMP!
	7 Habits of Highly Effective People Stephen R. Covey (Paperback – Jan 4, 2004) £6.98 I believe this will help anyone with planning, organising and prioritising work.
	The Mythical Man Month and Other Essays on Software Engineering Frederick P. Brooks Jr. (Paperback – Aug 8, 1995) £13.78 Brilliant book on all aspects of project management in the “real” world
	PRINCE2 Pocketbook Office of Government Commerce (Paperback – Jul 15, 2005) £3.50 This is a pocketbook overview of all of the main principles of Prince2 – I found this book useful as an aide memoir.
	Passing the PRINCE2 examinations The APM Group based on the oroginal book Ken Bradley (Paperback – Nov 30, 2007) £11.00 I used this for my exam, it is essentially just tips and past papers, but useful nonetheless.
	Managing Successful Projects with PRINCE2 Great Britain. Office of Government Commerce (Paperback – May 31, 2005) £52.59 This is the official text, and is required in the exam! However to read the text is really dry – like reading the dictionary!
	Prince2 for Dummies Nick Graham (Paperback – Apr 18, 2008) £14.49 This book is a good starter and is readable as a book on the way to work etc.. Gives a good overview of Prince2!
	PRINCE2: A Practical Handbook (Computer Weekly Professional) Colin Bentley (Paperback – Dec 6, 2001) £31.95 This is a readable Prince2 book also – I read this as a pre-cursor to my formal training.
	The Project and Programme Support Office Handbook: Foundation v. 1 David E. Marsh (Paperback – Jan 1, 2000) THE text required to prepare for the ISEB Certificate in Programme and Project Support Office Essentials exam.
	The Project and Programme Support Office Handbook: Advanced v.2: Advanced Vol 2 David E. Marsh (Paperback – Apr 1, 2000) £30.99 A more advanced text to help prepare for the Advanced Certificate in Programme and Project Support Office exam.
	More Secrets of Consulting: The Consultant’s Tool Kit Gerald M. Weinberg (Paperback – Jan 15, 2002) £20.99 Useful for contractors and surviving all project work
	The Complete Project Management Office Handbook (Esi International Project Management) Gerard M. Hill (Hardcover – Aug 15, 2007) £48.99 A comprehensive reference text for setting up a Project Office.
	Waltzing with Bears: Managing Risk on Software Projects Tom DeMarco, Timothy Lister (Paperback – Mar 31, 2003) £15.64 Excellent book on risk and risk management
	Peopleware: Productive Projects and Teams Tom DeMarco, Timothy Lister (Paperback – Feb 28, 1999) £36.92 Great project based info.

In this economic climate it is worth doing anything possible to improve how the CV looks and to differentiate yourself to look more professional than the next contractor to get a contract…

Many of my colleagues have been out of contract for some time and getting an APM or PMP member status is a quick and cheap way of improving the CV, that doesn’t require the time and cash and study that a new qualification would require.

The added bonus of joining a Project Management professional body is to increase your network to increase chances of getting a contract. In a difficult market, what contracts do exisit, go to those contractors who have worked with the hiring manager or team members before and then to those recommended via a network as opposed to “random” applications via Jobserve etc..

Below I have written all the info. I know regarding the Project Management professional bodies – this may help you understand the costs and admin. required to join. Enjoy:

Professional Bodies

There are two professional bodies for Project Managers and also other relevant professional bodies many Project Managers may be part of. The advantage of joining a professional body is:

• It looks good on the CV
• Discounts on training and exams
• Networking with other Project Managers
• “Free” seminars and talks
• “Free” Newsletters and publications
• Advice and back up from the “voice” of the profession when required

The Professional Contractors Group (PCG)

Before I mention more specific Project Management professional groups it may be worth mentioning the PCG. Joining this organisation shows you are professional contractor and is a source of advice and tools on many contractor issues, such as IR35 information, professional indemnity insurance etc.

Joining the PCG was peace of mind for me, I know as a member I can pick up the phone and ask advice on anything, also there are online forums, free legal and tax help lines and contract examples and templates as well as benefits, such as dispute insurance, PAYE audit cover, Jury service insurance and discounts on products.

For more details, please see – http://www.pcg.org.uk/cms/index.php

APM

This is the European specific project management professional body. Membership of APM provides the support and resources of a large, well-known professional body, as well as a clear professional qualification path, training and four levels of membership:

• Student
• Associate (less than five years experience)
• Full member (MAPM) (five years plus)
• Fellow (FAPM) (five years + contributions to the profession)

The APM offers support and focus of knowledge and training for the Project Management profession, as well as events, such as the APM Conference and talks on topics, such as Risk Management, Business Case, Scheduling, etc. As well as offering comprehensive PM qualifications (see previous pages for APM qualifications). Membership costs are as follows:

For more details, please see –

http://www.apm.org.uk/page.asp?categoryID=3&subCategoryID=22&pageID=0

PMI

The PMI is a worldwide professional body. Although US biased in my opinion, membership to this professional body is recognised throughout the world and shows a commitment to the Project Management Profession.

Benefits to membership, as well as being recognised as being part of this famous organisation, include; Knowledge sharing and networking opportunities through PMI communities (you can join a local chapter where there are meetings and events). PMI also offers certification, famously the CAPM, PMP and PgMP.

Membership costs $129.00 (approximately £75.00) per year.

For more details, please see –http://www.pmi.org/GetInvolved/Pages/The-Benefits-and-Types-of-Membership.aspx

BCS

Any Project Manager who deals with IT or manages IT projects may want to join the BCS. The BCS is the professional body for all things IT.

BCS membership provides industry recognition of IT skills and experience and is the pathway to Chartered IT Professional Status (CITP), this is useful as an IT professional (I have obtained this) and is recognised worldwide, apparently especially helping if moving to Australia to work in IT!

The BCS have a Project Management group called PROMS-G – the Project Management Specialist Group, which provides a forum to enable the exchange of information, skills, techniques and methods, which will enhance the professional status of project management within IT and related industries. PROMS-G also creates and distributes the publication “Project Manager Today” on a monthly basis, which is a good publication. The BCS has membership grades, based on experience:

For more details, please see –http://www.bcs.org/server.php?show=nav.00100e003

IIBA

The International Institute of Business Analysis – is a worthwhile organisation for Business Analysis skills.

Normally outside of the scope of Project Managers, however, I am wary that BA skills are prevalent in PM roles and manyProject Management roles are split BA/PM roles, as were many of mine.

Therefore I thought this organisation was at least worth a mention here. For more details, please see: http://www.theiiba.org//AM/Template.cfm?Section=Home.

I am back on the market again and applying for roles. One thing I have noticed lately is that the market is tight, in this competition; agents are hungry for new leads, even new names of hiring managers that they can cold call.

Well, I have seen more examples of my topic ever this week by agents in London! Often agents will ask for your references before you interview, sometimes before you have been put forward for a role!

Let me warn you all – Say NO to giving References to Agents!

There should be no reason to be providing an agency with contact details for your references until the on boarding process that you must go through when you have accepted a role.

Be warned – you may receive unsolicited calls from recruiters, pretending to have a role, but they are more interested in finding out the name of the hiring manager at your last position.

This is a form of social engineering, so be wary about calls like this.

Today I got a call from an agent about a role I applied for, without even pretending to go through the usual lies, “I will put you forward for the role, but first I need references etc..”

Today he told me that in the current climate they have a stricter process required for compliance. This is not true – what I told him, was what I suggest you tell them is:

The only time I need to provide references is during on-boarding after I have been offered and accepted a role.

There is no line that an agent can tell me or any promise they can make that will make me give up my reference contact details. There is no way I will run the risk of my references, that are managing directors at investment banks, being hounded by agents with cold calls because I have given up their contact details because an agent promised me that I would be “put forward” for a role.

Even worse would be that if an agent contacted one of my references for a reference on me for a role that I have been only put forward for. This would be career suicide, as if this happens my references may get annoyed, to the point that they may refuse to give me a reference for a real role that I have been offered!  The boy who cried wolf indeed!

Be warned!

A lot of people want to become a PMO / PMSO (Project Management Support Officer) but it seems like these people are the forgotten voice – to my knowledge there is not much written about becoming a PMO, as a result I decided to write this article.

I believe there are a number of levels of PMO; I will attempt to share what I know about how to get a role at each level, in terms of recruitment, training, benchmark of similar roles/typical CV and anything else I can share.

Project Management Assistant
I believe the first level of any such role is that of the Project Management Assistant
These roles can be found on “generic” jobsites, even at high street recruiters.
Typically these roles will pay around £12.00 – £25.00 per hour
Often secretaries and Pas move into these roles.

Typically the duties of such a role include:

• Document Management and Management of Change Requests
• Updating and Maintaining Project Address Book, organisation charts and distribute lists for the project
• Meeting Organisation (internal/external), agenda and status updates
• Updating vacation calendar, travel planning and booking
• Project PR, internal newsletters
• Administration Support of core team members

Normally the candidate will not be expected to have any specific qualifications, but any previous experience of project work in any capacity is beneficial, as is showing some interest in project management.
If you want to be, or are a Project Assistant / Project Administrator / Project Management Assistant, the following examinations could be helpful:

• APM – Introductory Certificate in Project Management
• PRINCE2 Foundation

Project Co-ordinator
A Project co-ordinator is a slightly more different role and more like a Project Manager role. Project Co-ordinator roles are often found in smaller and public service organisations, where projects are too small or non-complex or there are many longer “business as usual” pseudo-projects to have a full “Project Manager”. In this case a Project Co-ordinator will be used to manage the projects / work streams.
Typically these roles will pay between £150.00 – £250.00 pounds per day
Typical duties include:

• Be the Central Point of Contact for projects.
• Define, negotiate, communicate and maintain the implementation project timeline and milestones in agreement with stakeholders
• Coordinate many projects in parallel, in cooperation with the customers and internal support teams.
• Supervise and assist customers in project tasks,
• Manage the resources to stay on schedule or and monitor the deliverables.
• Ensure all administrative and technical requirements are fulfilled.
• Report project progress.
• Communicate project details as required.

Typically a Project Co-ordinator will be taken from inside the business, to lead the work as required, however are often taken on as contractors or temps.
These roles can also be found on “generic” jobsites, even at high street recruiters, as well as through a more typical contract market via sites like Jobserve and via agencies.
Administrative or subject matter expert knowledge is normally the only pre-requisite experience required but any previous experience of project work in any capacity is beneficial, as is showing some interest in project management.
If you want to be, or are a Project Assistant / Project Administrator / Project Management Assistant, the following examinations could be helpful:

• APM – Introductory Certificate in Project Management
• PRINCE2 Foundation

PMO / Project Support
The Project Management Office (PMO) is the department that defines and maintains the Project Management standards and processes. The PMO justifies their existence by saving money throughout the organisation by ensuring projects are consistent and processes are reused and standards followed. They also ensure projects in the organisation are monitored by Senior Management, they are therefore both a police and a support function: by being the source of documentation, guidance and project metrics.
PMO roles pay between £200 and £400 per day
PMO roles are often really only found through the typical contract market via sites such as jobserve and via agents directly.
PMO / Project Support / PMO Analyst roles typically contain the following duties:

• Consolidation of weekly work stream reports and preparation of Weekly Consolidated Reports
• Manage and escalate Risks & Issues
• Managing risks and issues to ensure they are accurate, up to date and being progressed by the appropriate owner.
• Updating the Product Deliverable Tracker and chasing up Product sign off
• Providing support to Programme management team and other programme team members as required.
• Weekly and monthly reporting to Senior Management

Previous experience to become a PMO usually includes:

• Previous experience of working in a Programme/Project Office
• Comfortable working in a fast paced and dynamic Programme environment
• Planning experience
• Experience in management of risks and issues
• Pro-active approach
• Experience of financials & tracking
• Expert user of MS Office, MS Project & Sharepoint (or equivalent software)
• Any of the following examinations:

• ISEB Certificate in Programme and Project Support Office Essentials
  Foundation Certificate in IS Project Management
  APMP
• PRINCE2 Foundation
• PRINCE2 Practitioner

Senior PMO /PMO Manager / ProgMO
Senior PMO roles pay from £400 – £800 per day
PMO roles are often really only found through typical contract market via sites such as jobserve and via agents directly, or these candidates are headhunted.
PMO / Project Support / PMO Analyst roles typically contain the following duties:

• Provide the business/workstream leaders with project management support, controls and discipline
• Bridge the gap between the executive board level and the operational teams
• Focus on the delivery of cost/benefits realisation across all workstreams
• Experience of financials & tracking
• Expert user of MS Office, MS Project & Sharepoint (or equivalent software)
• Any of the following examinations:
• These roles often involve setting up a PMO / ProgMO from scratch and so need good leadership, influence and stakeholder management skills.

If you want to be, or are a Senior PMP / PMO Manager / ProgMO , the following examinations could be helpful:

• MSP
• PgMP
• Advanced Certificate in Programme and Project Support Office
• Certificate in IS Project Management
• PRINCE2 Practitioner
• APMP Practitioner Qualification
• PMP

This is just my initial thoughts on answering some of the questions I get asked about PMO roles and how to get into such roles.