It has often been said that “One size does not fit all”. This is especially true in the case of developing PMOs. Companies are different product wise and cultural wise and industries require different approaches.
However, at the same time, traditionally PMOs have been employed by experienced people from the project management discipline often with certificates and exams documenting their knowledge and skills with in the whole P3O area. If this knowledge is applied generically to any given company, it may be difficult for the business units, outside the project organisation, to understand and fully grasp the idea behind a certain PMO activity. At the same time, we want to build on best practice and experience done by others.
How to tailor your PMO activities to fit your company and how do you find the balance between generic project management processes and the need to tailor your PMO activities, in order to facilitate the implementation and gaining the respect of your colleagues (outside the PMO).
This session will explore this dilemma via case stories.
Takeaways:
How have other PMOs dealt with this dilemma?
Clarifying your organisation’s need for tailoring the PMO activities
Which criteria can you use to define the need for tailoring
Specific examples of tailor-made PMO activities
Go to article
Watch the video below to see our experiences from day 2 of the 2016 PMO Symposium.
Go to article
“Temporary PMO’s” why would you have them and what are the benefits? And if you decide they are useful for your organisation, programmes and projects, how do you setting up, running and closing down temporary PMOs?
What kind of services can you offer and what kind of PMO employees are needed?
In this session we take a look at the answers to these questions. You will discover the pros and cons of temporary programme and project offices and also receive a handy pop-up PMO roadmap.
Sue Vowler, P3O author described the accompanying book, "The PMO as a Pop-Up Shop" as:
“…The PMO as a pop-up shop is a great analogy and perfectly describes the world of temporary programme or project office. It fills the gaps in P3O, answering the ‘how do I do this?’ question” and is a true practitioners guide to setting up, running and closing down temporary PMOs…”
Takeaways:
More insights into the why, what and how of temporary PMOs
Receive the pop-up PMO roadmap
The Video
Go to article
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
The Video
Go to article
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.
The Video
Go to article
