Stakeholder Management

The Clairvoyant PMO: How to Build the Support of the C-Suite

We have another PMO Flashmobber who attended Project Challenge the other week - Fran Bodley-Scott - and she shares some of the insights she learnt from Project Challenge. Survey results might seem a bit dry and unexciting first thing in the morning but last week at Project Challenge I’m glad I made the effort to arrive in time for Michael’s Cooch’s presentation about the results from PwC’s Annual Global CEO Survey. I specialise in stakeholder relationship management, so I’m always on the look out for hints about what’s keeping the C-Suite awake at night, and this presentation didn’t disappoint. The reason I want to highlight it is that the insights were a real gem for any PMO seeking to engage more effectively with their CxO’s. I don’t plan to reproduce PwC’s data here – the link above will lead you to lots of interesting stuff (disclaimer: I have no connection with PwC so this is my independent view). Consider this as a business case for why PMO’s should be plundering this sort of data shamelessly.
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PMO Conference 2016 \\ Developing a Corporate PMO – How to Identify What Your Organisation Really Needs – Julie Black

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
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