We headed over to Bristol last month, lovely weather to be tucked up inside learning about Agile Project Governance but definitely worth it.
There were so many little gems I took away and I know that other PMO Flashmobbers there on the night had a lot of their questions answered.
Essentially we were all there to find out what exactly changes when projects are being delivered in an Agile way - when compared to traditional projects. And if something changes what does the PMO have to know about - and what do they have to do about it?
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Change is an all-encompassing word used to describe the impact to processes, people and target operating models.
This can make it confusing to those who support its implementation. We know that whatever the drive for change, whether a shift in strategic direction, customer demands, the disruption of digital or AI, organisations are increasingly coming to terms with how critical strong change management practices are to the success of their transformation.
This makes change everyone’s business.
We believe the PMO is not only perfectly placed to support change but can help lead the way. Because, when the PMO understands the science behind change management and can recognise when it’s needed, it can ‘plug in’ sound change strategies, practices and thinking at the heart of every project and outcome delivered.
The PMO can broker the connection between change management and project delivery assuring effective practices are in place.
This session will help PMO leaders learn how to develop their own and their teams’ competencies and ability to support change.
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Organisations that excel at investing in change use a goals-driven portfolio.
They prioritise their goals, invest more in their priority goals, and choose projects that can achieve those priorities as efficiently as possible.
A goals-driven portfolio provides the foundation for agile investment decisions.
As rapidly as the market changes, as new ideas emerge, and as today’s projects vary in their probabilities of success, business leaders and portfolio managers can re-appraise the organisation’s investment choices.
They can decide what to keep the same in the portfolio and what needs to change – to achieve the goals they are investing in, at the speed they need to achieve them, and with the least possible risk.
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A few weeks ago we were at Project Challenge and we did a presentation to go alongside the new Inside PMO Report which we launched at the show too.
For those of you not familar with the Inside PMO Reports we do one a year on a topic area we know you're talking about or getting to grips with. We invite PMO Managers, who are doing a good job working on these topic areas, treat them to lunch then interrogate them. Well not quite, but we do ask loads of questions to find out how they dealt with certain things or the approach they might have taken.
We record that and after a few months of weeping whilst pulling it together in readable form, we create the report and share it with you.
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