This is a story of the University of Kent's PMO adventure (and some misadventure) as they transformed from a siloed delivery team to a pan university PMO. Taking disparate activities and delivering a multi-million-pound portfolio, re-writing the rule book on how we govern, lead and land changes in order to deliver the right changes in the best possible way.
Part rags to riches, part Avengers this conference session will share a story that will resonate with many of you on a PMO maturity journey; they share with you all of their learning, everything they wished they had known and their plans for the winning the long game.
Go to article
The session will include an introduction to Lean Portfolio Management theory illustrated with practical examples from implementing Lean Portfolio Management across a 6000 person technology team in a global financial institution with a budget in excess of £1 billion.
Go to article
In this session we hear from Police Scotland about PMO journey in the last five years and what’s driving them forward to keep evolving.
Growing in size and capability over five years, meeting and overcoming challenges to embed the changes required – we heard about the tough times and the pleasant surprises, the lessons learnt and find out what they’re focusing on right now and how that is setting themselves up for the next part of their journey.
Go to article
Business demands always outstrip supply. How do you decide which projects and features to focus on?
Your product managers may talk about building small ‘MVPs’ but what does that really mean?
In this interactive session, John McIntyre from HotPMO introduces the concept of Rapid Delivery Experiments which will change the way your portfolio approves projects, whilst massively reducing uncertainty and risk.
Go to article
In this session we hear a different perspective on building the maturity of the delivery organisation and what the PMO did to support that. The session also covers the cultural clashes that can happen and the language barriers of global PMOs.
Manuel López joins us from Mexico City where he managed the Latin American PMO in a global insurance organisation.
Go to article
In this PMO Conference 2021 session we hear from the PMO team at Zurich Insurance and how they combined two PMOs into one, and moved from the IT side of the business to support change across the whole enterprise.
Go to article
In this PMO Flashmob evening session, we learnt about what good portfolio prioritisation and business case management looks like, and how the PMO can become a key enabler and participant during the design, set-up and running of these management processes.
Demand management is challenging for a number of organisations, with many seeking a more holistic approach combined with practical guidance. In this session, we hear about best practice and learn from real-life examples. By the end, we had an understanding of the basic concepts of demand management, the business case management and portfolio prioritisation process, and role that PMO can and should play.
Why listen to the Session?
Alignment to the Business Case competency and focusing on the portfolio context.
Good for PMO Managers and Directors who are implementing or have implemented services around business cases and project prioritisation
Great for PMO Administrators and Analysts to understand what business case and project prioritisation means in a PMO context.
Go to article
“Why is Portfolio Prioritisation so important for the PMO?” we find out in this guest article from Holger Heuss plus insights on what you need to know about project prioritisation and what services the PMO can offer
Go to article
Prioritisation is all about choosing which projects to run and is a key part of portfolio management. In this guide, we particularly liked the insights on the different types of scoring which can be done to see which projects should be carried out and in what order.
If you're interested in portfolio management and prioritisation, download the ebook
Go to article
Portfolio management - a simple process? Perhaps you're shaking your head at that but what if we said that intrinsically those portfolio management processes are simple - it's just when people get involved that it becomes complicated.
In this session we were joined by Lucy Loh, a consultant focused on organisation diagnosis, design and development, business architecture, strategy development, and organisational change using systems approaches. She's also co-author on a book on a systemic approach to business strategy - Patterns of Strategy (we like this one!)
In this session, we looked at the 13 different ways that the portfolio management process gets derailed - what the PMO crew thought about that and how to deal with them
Go to article
