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Category - PMO Conference 2017

2017 PMO Conference – Closing Keynote – Jez Rose

Jez Rose is a behaviourist, broadcaster, speaker and Beverly Hills Awards-winning author. He works globally with organisations to help them ‘flip the switch’, to achieve extraordinary results with simple changes to how they think. Jez demonstrates brain tricks and behaviour fixes to achieve extraordinary results, inspiring everyone to find the gap between stimulus and response and be the best they can be. An energising and inspiring end to the PMO Conference.
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Agile Portfolio Management – Ed Holt & Barbara Roberts

In many organisations, infrequent consideration of business strategy and annual budgeting cycles results in static portfolios often created 6-18 months ahead of the initiation of the Programmes and Projects they contain. In this session, Ed and Barbara explore how to create and run portfolios of projects, programmes and business as usual initiatives in an agile way. For Portfolio PMOs the Agile Portfolio Management approach covers key areas including agile portfolio budgeting; prioritisation and blending; governance and fulfilment. Some of the themes explored will be: The Agile Organisation and how it can help CEOs and other senior executives reach their goals, do more for less and be competitive and responsive in an a constantly changing world. What is Agile Portfolio Management, how it contributes to the agile business, how it differs from traditional portfolio management. Key tips on how the PMO can contribute to make Agile Portfolio Management work in your organisations Takeaways: Understand the core themes of Agile Portfolio Management Take away practical tips on how Agile Portfolio Management works in reality Understand the role of the Portfolio PMO in Agile Portfolio Management
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Drinking from the Source of Truth – how the Modern PMO Needs to Accept and Adopt Technology to Achieve its Goals – Dave Hurren & Kingsley Thomas

In this case study, Kingsley and Dave will explain how RPCuk and Faithful + Gould deployed technology to facilitate the delivery of integrated services, which included Project Controls, Portfolio Management and Costs Integration. This solution has been designed and a POC delivered for a leading UK academic institution. Through the intelligent amalgam of Project Controls best practice and supporting technology, we maintain proper governance of our data whilst increasing the access and exposure to information critical to the success of our project. This presentation, demonstrated by RPCuk, will highlight one particular component, the integration of cost data and how we brought together information from multiple systems to manage budgets, expenditure, resources and schedule and delivered visibility of the true cost of the project, from funding and budget through to expenditure, and highlighted the cost of change and impacts on forecasts. Takeaways: A high level view of the integrations and touch points to be considered in developing the technology platform Specific example of an integrated cost sheet and how to drill down to component items, regardless of the data source. Recognition of the risks related to managing the plethora of data sources and manipulations currently in use in most PMO’s The benefits of marrying people, processes and products and why it is important
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Governance and Governmentality for Projects: The Role of the PMO – Dr Ralf Müller

This research-based presentation addresses the role of the PMO in the combination of governance as structure and governmentality as human agency for success at the project and organizational level. Three stages are discussed: 1) the enablers of governance and governmentality; 2) the practices in terms of different governmentality approaches, governance paradigms and mechanisms, and project sovereignty; and 3) the consequences of and for governance and governmentality in terms of project results, ethical issues in projects, and the alignment of the organization to their particular context. Real life cases will be discussed and tools for assessment and profiling of governance and governmentality approaches will be presented. Takeaways: The role of the PMO in establishing organizational enablers and practices for governance and governmentality The link between governance approaches and its consequences Tools for PMOs to assess and profile their own organization
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Involving the PMO in Project Stakeholder Engagement – Louise Worsley

PMOs have a valuable role in supporting the creation of connections between projects and their stakeholders. The PMO should provide governance frameworks; facilitate stakeholder networks, and support the coordination of activities with role-based stakeholders. Its role with respect to agenda-based stakeholders is less clear. Without careful consideration, PMO interventions may result in the wrong behaviours and a disconnect between the project and its stakeholders. Takeaways: Good practices for the PMO in supporting stakeholder engagement with examples The difference between role-based and agenda-based stakeholders and why it matters What should the PMO be monitoring with respect to stakeholders
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Knowledge Management and the PMO – Eileen Roden & Dr Judy Payne

Knowledge is critical to the successful delivery of project and programmes. How best can PMOs support the identification, creation and use of the required knowledge? This session will challenge your understanding of what knowledge is and provide an insight into the contextual considerations that are key to determining effective knowledge management activities for projects and programmes. Takeaways: A broader understanding of knowledge management An insight into the contextual considerations key to determining knowledge management activities within a project environment An understanding of how the PMO can support knowledge management across projects and programmes
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Opening Keynote – The Business Driven PMO – Testing Your Convictions – Mark Price Perry

There is no surer way to invite PMO difficulties than to rush into a PMO model and people, process, and tools strategy accompanied by efforts to sell the PMO. Yet, despite lack of success, this is an approach still advocated and taken by many today. Based upon Perry’s years of PMO research and his three book series, Business Driven PMO Setup and Management (2009), Business Driven Project Portfolio Management (2011), and Business Driven PMO Success Stories (2013), published by J. Ross Publishing, this presentation engages participants in thought-provoking case studies and examples, that reveal, challenge, and correct common misguided PMO setup and management approaches. If you are setting up a new PMO, seeking to improve an existing PMO, or in a highly mature PMO, this presentation will test your convictions, offer you different insights and ideas, and leave you with many “aha” moments that you can apply in the workplace. Takeaways: A new, outside the project management community, perspective on the purpose of the PMO A new way of thinking about how PMOs can be set up and managed A roadmap consisting of three steps, two tips, and one Golden Rule that will ensure a successful and business-driven setup and management of the PMO
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Planning and Delivering Value with an Agile PMO – Ian Harvey

Even in organisations that utilise agile delivery methods, the language of the project manager and the PMO is often steeped in waterfall thinking. For the PMO to remain relevant it needs to adapt to the changing needs and goals of the business. The core of the issue is the simple question, “why do organisations invest in projects?”. Delivering the scope is rarely a business goal in itself. In fact, with agile projects the scope itself isn’t even fixed. The purpose of this talk is to discuss the role of the PMO in a world where the organisation itself is having to adapt, experiment and innovate to survive. How does the PMO help an organisation to ensure it has both the right purpose and gets the right outcomes for its projects? Drawing on his experience within Elsevier, Ian will discuss how he is working towards creating a PMO that is not a follower, but a leader in the transition to an evidence based product organisation. Takeaways: How a modern PMO supports an agile organisation Tips for welding good initiation process to successful delivery The new Project Management triangle
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PMO as a Career- how do we build capability to be ready for anything.. not everything? – Angelina Rizza

Attracting talent to PMO as a career can be a challenge; creating a clear, yet “agile” path of progression perceived as “exciting” as a role in delivery can seem impossible! As a fledgling PMO Practitioner searching the internet for “PMO Accreditation” will bring back a plethora of offerings but somehow the “O” of “PMO” gets lost after the first or second result! With very little relevant, formal PMO training available and more and more pressure on L&D budgets, how, as we build our PMO community of Practice, can we develop a self-sustaining learning cycle which will develop the individual as well as the service? This session will explore the challenges presented and some solutions in building capability within a PMO Practice where the “bar “is constantly rising, and PMO, even though respected can be considered second choice as a Career. Takeaways: Becoming first choice- peeling away the administrative role Potential Career journeys in PMO The Capability Jigsaw- how do we make the pieces fit across PM and PMO?
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