The session will describe a powerful and easily applied approach to increasing the effectiveness of your PMO, all in 50 minutes
Learn how to quickly and easily identify people's communication style and how this can be used to build more effective relationships
Maximise your own value and that of your team members by playing to your strengths and working more effectively as a team
Increase the adoption of PMO processes by better understanding the motivations of those who must use them
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In this session Henny Portman will take you with him to get an understanding of the role of a CoE, the functions a CoE can perform e.g. standards and methods, internal consultancy, organisational learning and knowledge management, and people and skills. Theory will be combined with his own experiences, resulting in best and good practises. He will show you an overview of more than 50 different standards and methods and how to cope with that from a CoE perspective.
Takeaways:
Understanding the CoE concept
Good & best practices for CoE’s
Get insights in the PM(O) standards wood and don’t get lost
The Video
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In 2014, my team put PPM theories and models to one side and focused on listening to the challenges of our senior management team at Ofgem. Since then, we have changed to focus on the whole business lifecycle through strategy, projects and operational performance. In this presentation, I will use my own experiences to encourage PMO Managers to take a step back, consider what their organisation really needs and perhaps take a fresh approach to the development of their PMO.
Takeaways:
Think about the PMO in a business context
Consider different ways to approach senior stakeholders
Learn about practical ways to create a portfolio function from scratch
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There are many definitions for the programme office. In this presentation, it is: “The decision-making and support group responsible for ensuring that programme goals are achieved. It provides support to the SRO/Executive Sponsor and the programme team.”
Governance is currently one of the most misused terms in the business as it is mainly focused on monitoring and control. Programme governance consists of more than that. The programme office will need to address the three following principles as part of their governance responsibility:
Develop the program vision and objective, based on the business strategy and stakeholders’ needs;
Put in place the right structures and allocating the resources necessary to achieve the vision;
Set up appropriate monitoring and control systems to make the right decisions and realign the program if necessary.
This presentation will examine each of these three streams and explain how to achieve these objectives.
Takeaways:
Understand how program office governance is linked to corporate governance and strategic objectives
Realise, through examples, how these governance principles are applied
Appreciate practical tools and concepts that can be used to achieve governance responsibilities
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In this session, Tim explores the value of taking a structured, best practice approach to improving project, programme and portfolio capability using P3M3 and sets out the pros and cons.
This session will be useful for any PMO professionals whose remit includes improving organisational capability in project, programme or portfolio management.
The session will describe, in brief, the P3M3 model (levels and structure) including how you can access and use the freely available self assessment tool, giving you an opportunity to apply it to your own organisation.
Throughout the session Tim will draw on case studies and examples including TfL and will set out success factors and tips.
Takeaways:
Understand why you would use maturity
Understand the P3M3 standard including the self assessment tool and how the 2015 version 3 P3M3 has changed
How to get the most out of it and how to pitch it
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Many people believe that the way to make delivery better is focus on ‘doing things better’, but also on ‘doing better things’. If, as a PMO Manager, I’m on top of my game with delivery support, can I help the business ‘doing better things’?
As the ‘PMO Lead’ – my boss (the COO) and I might see me as an obvious starting point to introduce more systematic portfolio management, but perhaps the CFO thinks differently?
I am ambitious – and I know the theory – what might the pathway look like, and what key moments are there along the way?
In this session, David explores how PMO Managers can tackle portfolio management for the first time - exploring different plans and steps
Takeaways:
Options for starting portfolio management in your PMO
Explore tried and tested approaches
Areas to focus on when implementing portfolio management
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With the term PMO recognised as covering all manner of activities this session will give you perspective from the BBC's corporate PMO.
Stuart will outline the role his team performs in supporting and challenging the BBC's critical projects and how the PMO's course has adjusted over time with experiences.
Developing capability has remained a cornerstone of their approach and with the BBC facing unprecedented levels of change, Stuart will share a view on the PMOs role in helping to project leaders to deliver change successfully.
Takeaways:
Opportunity to compare function and reflect priorities
Recognition of the journey in maturing a PMO function
Offer a view on the PMOs role with business change
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How to do the right things, in the right way, in the right order, with the right team.
Delivering Successful PMOs: A Greenfield PMO will reveal how a clear framework to conceive, design, build, prove and embody an enterprise PMO inside an organisation, dealing with the strategic intentions, the politics, the people and the projects.
This is not just theory or perfect world modelling, this is proven practice from where the speaker, Ray Mead, has, through his P3M Consultancy, p3m global, built enterprise PMOs for major organisations from the ground up - Greenfield PMOs.
Takeaways:
Practice tips and tools that can be applied to current and planned PMOs.
Exposure to a clear proven methodology for building and running a successful PMO.
An honest and pragmatic assessment of what does and doesn’t work in establishing PMO.
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Organisations have been continuously seeking ways to increase the effectiveness and efficiency of their programme and project delivery processes in order to achieve higher return on investment.
PMOs have increasingly played a key role in this trend mostly by ensuring the correct utilisation of project management best practices and by supporting the programme and project delivery processes.
In this scenario, PMOs play a significant role in supporting the utilisation of benefits realisation management practices to ensure programmes and projects maximising the creation of strategic value to the business.
The presentation will focus on some key areas where the PMO can support effective benefits realisation and what many organisations are still finding challenging, which are benefits definition and benefits tracking. The key organisational roles and responsibilities to enable effective benefits realisation will also be discussed as well as the key challenges that organisations face to have benefits realisation management implemented on organisational level.
Takeaways:
How to define a benefit
How to track benefits realisation
What are the key organisational roles for creation of organisational value through effective Benefits Realisation Management
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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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