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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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
The Video
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Craig turned 40 in December and following some life reflection he created an eclectic list of 40 Portfolio Management do’s and do not's based on his 20 year career in portfolio management.
Takeaways:
Exposure to real lessons learned
Understanding of solutions to key challenges faced by many people in portfolio management
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The Challenges and Reality of Portfolio Management.
The Inside PMO Report:
As organisations look to improve on the returns from strategy development and increase maturity in programme and project management delivery capability, portfolio management has increasingly taken centre stage as a business function to support that.
Portfolio management is seen as the ‘glue’ or ‘bridge’ between strategy and strategy execution (delivered by programmes and projects).
The PMO or Portfolio Office is the place where portfolio management practices become a reality for an organisation.
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Early December in London’s Fleet Street and PMO Flashmob - the PMO networking group - hosted the first ‘PMO Managers’ Lunch’. These events bring together PMO Managers, from a number of different industries, to talk in-depth about a particular PMO topic. At this lunch, the subject was “Beyond portfolio reporting – the challenges and reality of portfolio management”.
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The theme for this year's PMI PMO Symposium was portfolio management - or strategy execution - depending on how you like to call that. It is in effect the second year the PMO Symposium has focused on this particular angle which tells you something about which type of PMO is the hot favourite right now. In fact over the three days of the Symposium you'll be hard pushed to find any sessions or conversations about project or programme office and because of portfolio angle, the audience was very much targeted right.
So what did I learn - or take away from the three days spent in Arizona? Well, I thought about calling this article the top ten trends but that would be stretching it so instead I've gone with what key messages were put out there that leave some food for thought:
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