The majority of the PMO’s work has focused on strategy execution through portfolio, programmes and projects yet a PMO also has the knowledge and skills to oversee the creation of an organisation’s strategy. In this session, Richard looks at what exactly strategy is, how is it formed, and how is it executed. From this he shares what the role of the PMO is in driving strategy execution; the role of PMO in supporting strategy formulation and the PMO in the Board room (how to ensure that the Board understands the value the PMO is delivering). The PMO has additional value to add and Richard will share the mutual benefits in connecting organisation strategy and the PMO.
As Head of Strategy for a multi-million pound international law firm, Richard also shares real practical insights into how the PMO can successfully (and, unfortunately, completely fail!) communicate and present to the organisation’s most senior decision-makers.
Takeaways:
Understanding how to strengthen and build PMO capability to drive the firm’s Strategy
Understanding how PMO knowledge and skills aren’t just relevant to strategy execution, but also strategy formulation
Understanding how to present PMO materials to drive Board decision-making
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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
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Knowledge is critical to the successful delivery of project and programmes. How best can PMOs support the identification, creation and use of the required knowledge?
This session will challenge your understanding of what knowledge is and provide an insight into the contextual considerations that are key to determining effective knowledge management activities for projects and programmes.
Takeaways:
A broader understanding of knowledge management
An insight into the contextual considerations key to determining knowledge management activities within a project environment
An understanding of how the PMO can support knowledge management across projects and programmes
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