“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
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I think we can all appreciate just how the aviation and travel industry was impacted in 2020 and still is today (at the time of writing in February 2021) Good news stories were hard to come by and we weren't expecting to hear one which specifically put the PMO at the centre.
We had the opportunity to hear that story from Virgin Atlantic's VP of Transformation and Head of ePMO.
Called the Art of the Possible, the PMO was all set with a kickoff event in January 2020 with the aim to support the organisation's ambitious plans, to do that they "needed real, rapid and reimagined organisational transformation, not only to the way we think about and plan but how we deliver change" This was the dream:
imagine being able to see all of your demand in one place
ranked by ease of implementation (RIICE) and
the value to your organisation (BVI)
that can be directly linked to bottom-line impacting KPIs
with benefits that are traceable
that everyone is aligned to what you are doing
and understands the context of why
Then the pandemic hit. Find out what happened and how they made it possible.
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The road to maturity of project management in an organisation is inevitably leading many PMOs to consider digitalisation as a step in that journey. It's not an easy journey and we'll always be interested ito hear how others have tackled it.
In this one-hour webinar you'll hear from Guy Jelley from Project Portfolio Office (PPO) and Richard Humphrey from Aspen Insurance Group’s Enterprise Project Management Office (ePMO).
This is their journey over the last four years.
Aspen Insurance Group’s Enterprise Project Management Office (ePMO) are accountable for the portfolio management, standards, methodology and reporting of the Aspen portfolio to the EXCO, Group Operations Committee, Change Board and various business forums.
Since joining Aspen in late 2015, Richard Humphrey, Head of Group ePMO, has journeyed the business and the PMO to remove data duplication, retire spreadsheets, reduce administrative and data consolidation activities, link cost, resource and forecast data in a single data model and process flow, introduce consistent reporting standards and heartbeat across the group and gain 1 FTE (Full-time equivalent) for the EPMO and 2 FTE’s for the project managers in the process.
In this session you’ll learn:
Why your PMO doesn’t have enough time focus on analytics and metrics
How to get Project Manager’s seeing value in the ePMO
How to retire those spreadsheets and numerous data sources
Whether parallel runs are required.
If you can change format and process at the same time.
How to deal with very different types of Project Managers, yet achieve a standardised approach.
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