Category - PMO Case Study

Megaprojects and the PMO

Megaprojects tend to be over the £1 billion mark in terms of budget and are often under great scrutiny - not just because of the politics but because many of these projects are investment projects - for communities, cities or countries. They also tend to take a long time to deliver, over years, decades and many organisations who run them - their project departments are huge in terms of the people working on them, and the third-parties and customers involved. Read on to find out what the PMO can learn from megaprojects
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PMO Conference 2016 \\ Adapting a PMO for Agile Development – Sophie Coady

Over the past few years, Agile Development methods have transformed the way that software is designed and delivered. This clashes with the traditional waterfall method of project management and presents a challenge to the PMO as we knew it. This presentation explores how IG Group transformed its PMO to support product-focused agile development whilst satisfying project-focussed business sponsors. Takeaways: Get an overview of a project lifecycle that works in tandem with Agile Scrum Understand how Agile product ownership can be included in a PMO See how product management can fit into an Agile PMO The Video
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PMO Conference 2016 \\ Case Study – Carnival – It’s a Hearts and Minds Thing…. – Kirsty Bennett

Implementing Portfolio Management is a Transformational Change to the way your organisation thinks, acts, feels towards and implements change. During this session Kirsty will share some of my experiences of the way people think, feel and act with any transformational change, specifically when your aim is to engage the organisation in an open, collaborative transparent way of working. Takeaways: The good – how do you know what good looks like ? The bad – gotchas ! The downright ugly – things to avoid..... The Video
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PMO Conference 2016 \\ Case Study – Critical Success Factors – Creating a PMO Capability – Eddie Borup

Implementing a new PMO is a challenge in any organisation – add in a conflict zone and a humanitarian crisis to the mix and suddenly the need to deliver results moves from “business critical” to literally the ability “to save lives”. Eddie Borup recounts his time as Head of Programme for a large international agency in the development/humanitarian sector, appointed just a few days prior to a brutal civil war starting in South Sudan. Arriving on the ground he saw the shift of his programme move from development support to humanitarian aid overnight. He was accountable for a $30m programme which included the building of camps (IDP) to protect the internally displaced citizens, extend airstrips to enable aid to be delivered, roads to ensure food security and other infrastructure related projects including the renovation/building of hospitals. Eddie shares the critical success factors in setting up a PMO in this environment, focusing on the functions and services of the PMO that really mattered. Combined with insights into this unusual working environment, Eddie also tells his story about taking on a challenge like this and what lessons can be learned for other organisations who need to deliver business critical programme and projects – regardless of the sector and environment. Takeaways: Practical example of the benefits of an effective PMO Hints and Tips on what makes a PMO successful How the lessons learned can be translated to other sectors
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