PMO Conference Agenda

The PMO Conference 2023

Bringing Together PMO Practitioners

Inspirational PMO sessions

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Passionate About PMO

Laura Barnard

2021 World PMO Influencer of the Year, PMO Strategies Podcaster and PMO Impact Summit creator.

The Secret to Driving Unstoppable Business Value for Your PMO

In today’s fast-paced, results-driven world, it’s not enough to define your PMO success by on time and on budget — you need to be great at making an IMPACT. The truth is, if it’s not clear how you’re maximizing your company’s return on their investment, your role might be (incorrectly) labeled administrative overhead and they’ll start working around you to get projects done. In this session, you’ll discover how to drive measurable business value quickly — so there’s no denying the clear-cut advantage you bring to the team. You’ll walk away with the road map you need to position the PMO as the strategic business asset necessary to lead your organization into the future and earn your seat at the table for good.

Americo Pinto

Creator and leader of PMO Global Alliance, researcher, international speaker and author.

What Makes a World Class PMO

What factors can contribute to the success of a PMO? What is the future of project management offices? You’ve probably heard a lot about trendy PMO models and what the future PMO should look like. There are numerous points of view, but the real-world experience shows that magic pills do not determine PMO success.

Hearing the voices of those who work in the PMO trenches can help us understand many challenges. And while there is no single path to success, there are common elements that can suggest how to make our PMOs invaluable to the top management and the organization.

In his session, Americo Pinto (co-author of the book WHAT MAKES A WORLD-CLASS PMO with Jack Duggal) will share first hand some of the insightful advice obtained by the authors from a comprehensive survey and interviews with dozens of seasoned PMO Leaders globally, members of the PMO Global Alliance community. Their book will be released in the second half of 2022.

Andrew Whyatt-Sames

Broadcaster & Comedian, turned Consultant Psychologist, QoQ Business Psychologists

Taming the Untameable – How to Get Senior Execs on Board

One of the aims of a PMO is to supply decision support for managers and executives who are accountable for successful change in the organisation. One of the biggest challenges the PMO faces is building solid relationships with those managers and executives to deliver that decision support well.

It’s catch-22!

In this entertaining closing keynote, we get into the heads of senior executives and find out what’s actually going on and understand what they care about.

We explore the realms of psychology to find out how building a psychological contract with your senior executive can help you secure ‘permission-to challenge.’

On the practical side we’ll also look at how the PMO can be formulating and shaping its messages, devising an approach that give you the tools to help your senior stakeholders.

Simon Harwood

Change Portfolio Management & PMO Leader – Director at Fidelity International

PMO Leadership

Join Simon Harwood for an interactive session that will explore what leadership in a modern PMO can look like. Who does it come from? What does it cover? When is it needed? How does it happen? Where can it take you?

Simon will draw on his experience of leading several PMO teams within major financial institutions, where he has had to deal with a variety of circumstances including consolidations, defining and evolving capabilities, and geographically dispersed teams.

Simon will also be sharing insights from the latest Inside PMO Report focused on PMO Leadership.

This session is for anyone working in PMO today – everyone is a leader and utilises leadership skills regardless of the position or role you perform.

Rachel Jenkins

PMO Operations Manager, Nottingham & Nottinghamshire CCG (NHS)

Coaching and Mentoring in the PMO – do we, could we, should we?

The PMO has a unique opportunity to identify coaching and mentoring needs across the PPM workforce.  Do we take advantage of that opportunity as much as we could and, in doing so, enable capability development?  How do we recognise the need and how do we signpost or respond ourselves?  If we respond ourselves, how do we know the difference thereby making it a positive experience for everyone.

Zoe O’Toole

Happy PMO, Tooles Consulting and Lodger in the Library at the House of PMO

Change Management through the PMO Lens

Effective Change Management is critical to the successful adoption of new process, system, culture. PMO can harness strategies and techniques from the science of Change Management to coach and influence multiple stakeholder groups from Project Managers to Sponsors. We will look at how change management can be used to boost positive PMO influence with examples from both project delivery, portfolio management and PMO set up. This seminar is being delivered by an experienced PMO Practitioner interested in how change management adds to the value of the PMO role.

Kim Bree

Project Manager, University of Kent

Where to Play and How to Win: Our PMO Adventure

This is a story of our adventure (and some misadventure) as we transformed from a siloed delivery team to a pan university PMO. Taking disparate activities and delivering a multi-million-pound portfolio, re-wring the rule book on how we govern, lead and land changes in order to deliver the right changes in the best possible way.

Part rags to riches, part Avengers this conference session will share a story that will resonate with many of you on a PMO maturity journey; we’ll share with you all of our learning, everything we wished we’d known and our plans for the winning the long game

Susie Palmer-Trew

Change Lead, Everyday Change

Sharon Williams

PMO Consultant, Mentor, Speaker & Podcaster!

How PMOs Creatively Challenge the Status Quo

The pandemic has forced all of us in project delivery to challenge previous ways of working and thinking.  PMOs have also had to adapt to continue offering services and support in this new environment.

In this session, Sharon takes a look at what the benefits are of the PMO challenging the status quo and supporting more creative thinking during delivery and how they can do that.

Through sharing of real-life examples from programmes and projects worked on, the session covers the changes that the PMO has had to make and what the outcomes were.

The session will also take a look into the near future and highlight which changes are here to stay and the impact both good and bad on the service the PMO continues to offer.

Henny Portman

Consultant, Portman PM[O] Consultancy

A War on Agile Methods – How can a PMO Choose Between 100 Agile Frameworks?

During this session Henny builds up his Bird’s eye view on the agile forest. An overview in which he distinguishes between team, engineering, program, temporary, permanent, portfolio and culture frameworks. He also discusses the distinguishing attributes between various frameworks such as autonomy, temporary or permanent teams, the planning horizon, team of team construction, cadence, synchronization, backlog usage, and product owner hierarchy and concludes with his own thoughts on the hype of agile frameworks, the failure of many agile implementations and the illusion of agility to then arrive at frameworks that specifically address the necessary agile culture. In this presentation he makes use of paintings, drawings, and quotes from Pablo Picasso.

Adrian Stalham

Chief Change Officer, Sullivan & Stanley

The PMO of the Future

The PMO appeared to be the chief spectator and photojournalist of a slow-motion car crash. They didn’t intervene, they simply reported the ever-increasing wreckage as it happened. Probably asking for more regular progress updates as the carnage escalated. The portfolio was gridlocked, way too much work in-flight and everything at a snail’s pace.

The traditional PMO is often too passive, providing governance, reporting and process that can actually slow the organisation down, and then simply monitor the chaos, rather than enabling solutions.

Is it time for the PMO to be repurposed?

Adrian discusses how the PMO of the Future can be influential by focusing on value and playing a key role in optimising the delivery system. Applying agile and lean principles can be a good start.

Jon Ward

CEO, Beneficial Consulting

Mastering Lean Portfolio Management

Lean Portfolio Management seeks to maximise the business value created from inward investments and as such is an essential part of the PMO toolkit in enterprises using agile delivery methods.

This session will outline how Lean Portfolio Management uses Lean and systems thinking to provide new approaches for; strategy execution, funding of investments, portfolio operations, and governance.

It will give an overview of how Lean Portfolio Management supports DevOps approaches by breaking initiatives down into smaller deliverables to increase Flow and create delivery efficiency.

The session will include an introduction to Lean Portfolio Management theory illustrated with practical examples from implementing Lean Portfolio Management across a 6000 person technology team in a global financial institution with a budget in excess of £1 billion.

Shailesh Sharma

EPMO Director, Royal Commission for AlUla, Saudi Arabia

Building and Scaling an Effective ePMO

The session will highlight on experiences of establishing EPMOs quickly, garnering organizational support, key success factors and holistic enablement approach for the organization

During the first 100 days the focus is to understand the current state, vision of the department through broad stakeholder engagement, deep dive on some of the successful as well as challenged projects, grasp the culture as well as get to know the team’s strengths and opportunities. This helps build a roadmap which even though aggressive is palatable for the current organization culture. The EPMO is structured as a directive PMO wherein there are 2 arms

  • Delivery which ensure end to end project management execution and delivery of programs and projects
  • Quality and Governance which focuses on compliance, controls, reporting, governance, tools, dependencies, etc.

The mandate – EPMO enables strategy execution by planning and managing programs and projects throughout the project management lifecycle underpinned by fit to purpose methodology, tools, human resources and timely reporting to leadership and interested stakeholders.

Ensuring troubled projects are recovered quickly and realizing business objectives where the country’s supreme leadership is the primary sponsor can surely give you sleepless nights.

Jo Stanford

Head of Project Profession and Corporate Portfolio Office for NHS Health Education England.

The Power of the Network – Building the Project Management Profession in the NHS

Facilitating a network of enthusiastic, energised, passionate and committed PMO leads; building collaborative partnerships; and aligning with strategic imperatives is what was needed to successfully introduce project management as a profession in the NHS.

As the UK’s largest employer with a multitude of complex challenges and changes happening across the country, in hundreds of independently run organisations, with differing levels of complexity and skills required – coordinating the development of project management as a consistent, standardised, structured career within the NHS was never going to be easy or straightforward. It might even come as a surprise to you that it didn’t already exist.

In this session, Jo Stanford shares the journey she and the team have been taking over the last couple of years to make this a reality. It’s a story that covers building an alliance of like-minded professionals across hundreds of organisations across the breadth of England, along with key delivery partners to collectively design and implement the programme.

It aims to deliver – competency and capability frameworks, communities of practice, workforce development through apprenticeships and learning programmes, standardising the 18,000+ individual job titles, regional networks to support capability development and improve diversity, and the systems and processes for the operational management of the profession.

Using digital virtual working spaces to create an environment to work collaboratively to implement the plan, the PMOs have taken the role of driving the development of delivery capability for the NHS.

This session gives some great insights on what happens when you do this at-scale.

Eileen Roden

Founder of House of PMO Ltd

Professional Development in Your PMO Career

Working within a PMO role brings lots of opportunities, challenges, rewards and frustrations.

It’s a career which gives practitioners the opportunity to develop knowledge not only in project, programme and portfolio management, also business, finance, HR and change. It’s a role that utilises a myriad of competences, skills and behaviours, developed to help face the changing challenges and sometimes frustrations PMOs face.

It brings rewards of team success, recognition in the organisation for making a positive difference and an individual sense of performing a role well.

In this session, Eileen and Carol talk about the professional development available for all levels of PMO practitioners. They’ll be focusing on the four levels of qualifications from the House of PMO, PMO career paths, their own insights in how to develop yourself and your PMO team.

Carol Hindley

Head of Digital PMO at Parliamentary Digital Service

Martin Parlett

Winner of Association for Project Management’s PMO of the Year Award 2020

The PMO as a Conscience and an Integrator

The PMO of the Year 2020 winner brings a truly unique insight and many lessons for setting up and running a PMO from the emerald heart of the Caribbean.

The Government of Montserrat’s PMO certainly had work to do, and in a short space of time, when formed back in 2019.

Following the hurricane of 1989 which destroyed entire villages and then the volcanic eruption of 1995 wiping away the island capital city and the airport – there are a whole host of development projects almost a quarter of a century later which are critical to ongoing post-disaster recovery.

Not only does the PMO provide delivery support to different and diverse projects and programmes, they’re also responsible for building a sustainable centre of excellence and change management capability.
Not only that, the PMO acts as a conscience and an integrator – building stakeholder confidence; increasing value-for-money; brokering agreements and approvals and putting the islanders at the centre of transformation.

In this session you’ll hear about the unique circumstances facing the PMO and how their lessons can be utilised by any PMO in any organisation too. It will cover culture; politics; failures; sponsorship; stakeholders, ambition and triumph over adversity.

Find out how the Government of Montserrat’s PMO became “a honest broker and loyal advocate” and how they turn “projects into human stories”

Maggie McGeary

Transformation Coach/Consultant

Navigating The PMO Journey – Insights Along the Way

In this session, Maggie shares her experiences and insights from a 20 year plus PMO career – covering both the journey of PMO and her own personal career journey.

In it she will highlight all the things to be considered along the way, from starting out and knowing where you are heading – to finding your pace – and dealing with the obstacles along the way.

She will spend time highlighting the common challenges many people face in their PMO career and how to overcome them – such as spending too much time in the weeds; over-zealous controls; losing sight of the mission; handling crisis; strategic thinking and horizon scanning.

Maggie brings together her experiences working as a Transformation and Portfolio PMO Manager across different industries – such as Finance, Energy and the Public Sector.

Maggie believes the best PMOs empower Project Managers and teams to deliver with efficiency, provide a clear focus and direction for change and support effective decision-making at Executive and Operational levels. These are high expectations for what is often a small team to deliver, but outcomes which are achievable with the right blend of best practise tools and techniques, and a good dose of pragmatism, flexibility, and sound judgement.

Adrian Mangan

Partner and Head of UK Retail, P2 Consulting/Valcon

Building the PMO of the Future – Selfridges and P2 Consulting/Valcon

Over recent years, Selfridges has been on a customer experience transformation journey. Its purpose being to build a globally customer-centric business that can adapt to changing customer needs in order to drive growth, both domestically and internationally across all channels.

Their transformation programme touched most areas of the business (Buying & Merchandising, Supply Chain, Online, Central Services etc.), and touched People, Process, Tech, Data, Suppliers, Sustainability and Brands. It was also the first time Selfridges had embarked on a transformation programme of this magnitude.

As the size and complexity of the programme increased over time, Selfridges’ leadership realised that they needed a high-performing portfolio management office to get a grip of the change that was being driven into the business both domestically and internationally. They also needed a partner that was aligned to their organisational culture and behaviours.

In this session, Adrian Mangan shares how P2 collaborated with Selfridges to support them during their journey – both the highs and the lows. And how collaboratively, significant milestones were delivered, and competitive benefits achieved in what were turbulent times for retail.

Ian Hammond

Enterprise Transformation Office Director, BT

The Award-Winning Client Services PMO

The PMO of the Year 2021 winner brings insights from their Client Services PMO – supporting over 600 customers and 750 projects – with a team of 45 PMO professionals.

They have been on a mission over the last few years to change the perception of the PMO:

“We’re not the spreadsheet creators, the random data requesters, the administrators or the get in the wayers.

We’re the organisers, the collaborators, the relentless fixers and the ones with the insights.”

In this session we will learn how they planned their transformation; understand what their vision was; how they defined their services and the roadmap they put in place.

We will also gain insights into how they measured their success and what value was delivered to their organisation, and of course, their clients.

Gillian Steel

TSB Change Team PMO

Samil Salim

TSB Change Team PMO

The TSB Journey – From Lloyds to Leading-Edge

In this session we hear from the PMO team at TSB, the UK retail bank, about their journey in reengineering and reenergising the PMO over the last nine years.

It starts with the challenges that came with being part of a huge financial company to becoming a mid-sized one, and how they carved out and right sized their teams.

Then came a migration programme, full of challenges, pitfalls, hard-won lessons, and plenty of intricacies threatening to derail the whole thing. They share the insights on how they came back better and stronger for it.

They share how they have started leveraging the experiences, knowledge, and data they have today and how that is enabling them to be an insightful, forward thinking, efficient team that are helping to influence wider delivery teams. The team will focus on how they are helping the teams work better through the provision of real-time reporting, business cases, supply and demand data – and much, much more.

Finally, they look at what the future holds and how they will further exploit what they have already done and make it even better for the organisation.

Gemma Chisholm

TSB Change Team PMO

Lesley Gardiner

TSB Change Team PMO

John McIntyre

Owner of HotPMO

Rapid PMO Experiments to Turbo-Charge Delivery

Business demands always outstrip supply. How do you decide which projects and features to focus on?

Your product managers may talk about building small ‘MVPs’ but what does that really mean?

In this interactive session, John McIntyre from HotPMO will introduce the concept of Rapid Delivery Experiments which will change the way your portfolio approves projects, whilst massively reducing uncertainty and risk.

Jonathan Girvan

Portfolio & Programme Lead, The Openwork Partnership

The Value PMO brings as the Heartbeat of Change

PMO is the heartbeat of change, it is not an admin, diary organisers, writing up reports function.  PMO brings significant value leading portfolio prioritisation aligned to strategy, especially at Leadership level through to project management practices ensuring projects deliver the right return on investment and organisational benefits.  A great PMO brings quality and pace of change and isn’t afraid to face the unknown through new ways of working and adapting as organisations change and change changes, this creates a vision of what an amazing PMO can look like…in reality.

Kerri Maciver

Head of Portfolio Management, Police Scotland

The Continuous Evolution of the PMO

In this session we hear from Police Scotland about PMO journey in the last five years and what’s driving them forward to keep evolving.

The Police Scotland, Transformation Change PMO was enhanced to support the 2026 Strategy to support and enable the successful implementation of the Transformation Portfolio.

The key objectives initially were to:
• Look at ways of Improving, Governing, Controlling, Supporting and Assuring to enable successful delivery of change
• Provide effective support to the Police Scotland Change portfolio
• Ensure compliance and adherence to agreed Police Scotland Governance processes
• Continually look to improve Police Scotland processes through innovative thinking and adoption of Best Practice
• Build trust and instil confidence in PMO
• Behave in a professional manner, work collaboratively and ensure all work is delivered with a high level of accuracy

Growing in size and capability over five years, meeting and overcoming challenges to embed the changes required – we will hear about the tough times and the pleasant surprises, the lessons learnt and find out what they’re focusing on right now and how that is setting themselves up for the next part of their journey.

Craig Mackay

CEO Proteus & Co-Founder Sharktower

Change is Complex, Getting Decisions made is even Harder…!

One of the ultimate goals of the PMO is to ensure projects are aligned to the organisational objectives and deliver business outcomes. But it can be incredibly challenging when the complexity and pace of change requires constant adjustments and decisions. Keeping all stakeholders aligned and ensuring everyone is incentivised to do the right thing is challenging – the reality is most people are only looking out for themselves!

Although many of us would like to, it’s clearly not possible to take the people away, but we can look at approaches to help us understand what’s going on and what we can do about it. Effective project delivery and organisational changes is always about people.

In this session, I’ll explore concepts around why effective decision making is complex, including behavioural psychology, emotional intelligence, design thinking and data science.

Gero Renker

Director, Program Framework

PMO in the Microsoft Cloud – how does everyone benefit?

Your organisation’s Microsoft cloud platform can deliver all the collaboration, automation, integration and insights for PPM that you need. So what does that actually mean for you typical stakeholder groups?

How does the Project or Portfolio Office benefit?
Why will programme and project managers love this platform?
What’s in it for your delivery teams?
How does that change the world of your executives?
And why will your IT team be happy?

In this session we will answer all these questions, illustrated with various feature demos and real-world examples.

Lorraine Butler

Delivery Director Digital Transformation, National Highways

Data Led PMO – The Possibilities are Endless

In this session we hear how the National Highways team are unlocking the power of data to improve performance and delivery across the business.

Setting out over four years ago with a spark of an idea, experimenting with different use cases and creating small solutions – the journey started in an un-coordinated but enthusiastic way. Today, in a dedicated programme of work, the team are working in real-time, providing predictions and insights that are really driving informed decision-making.

In this session we hear about how they got started and focus on two crucial areas. Controlling the data – how quality of data management is achieved and exploiting the data – how they have got into a position to really start predicting the future.

Lloyd Norman

Vice President Strategic Solutions for Tempus Resource by ProSymmetry

Teams, Trains, and Traffic-Scaled Resource Planning Fuels Scaled Agile Delivery

This session will review how portfolio management (LPM) and RTEs can easily and effectively coordinate enterprise value delivery across ART Teams, shared services, projects, operational work, roles, and people. Innovative planning automation can remove delivery impediments prior to PI planning, while optimizing value delivery and minimizing guardrail risks across all work.

Ashwini Bakshi

Managing Director of Europe and Sub Saharan Africa, PMI

Upskilling and Reskilling for Value

Project Management Institute has been working on research reports in collaboration with PwC about how PMOs need to evolve according to global challenges and megatrends, the skills that project managers need to develop to face these challenges and remain relevant, and the existing gap in the profession. PMI is on the mission of supporting these transitions and encouraging professionals and organizations to follow a project management path to drive change.