** Congratulations to Jillian Hendry, she wins a free ticket to next year’s conference** It’s…
Registration and Coffee
Arrive early and take the opportunity to get up to date with the latest products and services in the PMO space. Make appointments beforehand and plan your time effectively. Enjoy some networking time before the conference starts
Mark Price Perry
There is no surer way to invite PMO difficulties than to rush into a PMO model and people, process, and tools strategy accompanied by efforts to sell the PMO. Yet, despite lack of success, this is an approach still advocated and taken by many today.
Based upon Perry’s years of PMO research and his three book series, Business Driven PMO Setup and Management (2009), Business Driven Project Portfolio Management (2011), and Business Driven PMO Success Stories (2013), published by J. Ross Publishing, this presentation engages participants in thought-provoking case studies and examples, that reveal, challenge, and correct common misguided PMO setup and management approaches.
If you are setting up a new PMO, seeking to improve an existing PMO, or in a highly mature PMO, this presentation will test your convictions, offer you different insights and ideas, and leave you with many “aha” moments that you can apply in the workplace.
Next generation project portfolio management (PPM) is coming as organisations look for new approaches to deliver better results than the incremental improvements to existing portfolio management practices can offer.
It will fundamentally change the way organisations view projects, programs and the portfolio and will deliver a cohesive, integrated approach that involves all business functions and provides a single, portfolio driven alignment for all projects.
Dr Ralf Müller
Three stages are discussed: 1) the enablers of governance and governmentality; 2) the practices in terms of different governmentality approaches, governance paradigms and mechanisms, and project sovereignty; and 3) the consequences of and for governance and governmentality in terms of project results, ethical issues in projects, and the alignment of the organization to their particular context.
Real life cases will be discussed and tools for assessment and profiling of governance and governmentality approaches will be presented.
PMOs have a valuable role in supporting the creation of connections between projects and their stakeholders. The PMO should provide governance frameworks; facilitate stakeholder networks, and support the coordination of activities with role-based stakeholders. Its role with respect to agenda-based stakeholders is less clear. Without careful consideration, PMO interventions may result in the wrong behaviours and a disconnect between the project and its stakeholders.
We hear the statistic all the time in PMO, “50% of PMOs fail within the first three years”. But what if your PMO doesn’t fail? What if you’ve been doing a great job so far and now you’re looking beyond that third year? In this session, John McIntyre talks about the journey of the PMO at Ticketmaster UK. From the start up phrase; the development of robust methods, tools, processes; the adoption of supporting Agile projects; the recognition from PMI’s PMO of the Year to now – the Review period that will determine the future of the PMO.
In this session John will talk about where the PMO has been over the last three years; what the challenges were; how they managed the change in appetite from senior executives; how they managed with doing more with less and how deciding on what to carry on providing and what to drop.
Mid Morning Coffee Break
Now that Agile methods are here to stay, executives are looking to PMO leaders for answers to fundamental questions: What is the Agile movement all about? When does it fit for a given project, and when does it not? Even more puzzling, if Agile methods encourage self-organizing teams, then how does that impact the role of a PMO, or even the role of the project manager itself? In this eye-opening session, we will sift out fact from fiction and walk away with actionable tips for incorporating Agile methods into your PMO strategy.
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.
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.
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.
Where is the PMO heading? As project management continues to mature and organisations increasingly use programmes and projects to manage big changes, the role of the PMO will also evolve and change to meet the demands of increasingly risky and complex strategy execution. At the helm of the PMO of the future, strong, senior leadership with a seat at the top table will be inevitable.
Taking a look back at historical changes in the PMO and considering the business landscape we work in today we can begin to understand the shape of the future. In this session we take a look at the future PMO where the focus is about delivering real value; being aligned with the business and being a real expert in change. The session discusses the contributing factors that will make the role of the Chief Change Officer a reality.
Is this the new PMO? The Enterprise Change Leadership Office headed up by a Chief Change Officer? Will we see a CCO at board level?
Even in organisations that utilise agile delivery methods, the language of the project manager and the PMO is often steeped in waterfall thinking. For the PMO to remain relevant it needs to adapt to the changing needs and goals of the business.
The core of the issue is the simple question, “why do organisations invest in projects?”. Delivering the scope is rarely a business goal in itself. In fact, with agile projects the scope itself isn’t even fixed.
The purpose of this talk is to discuss the role of the PMO in a world where the organisation itself is having to adapt, experiment and innovate to survive.
How does the PMO help an organisation to ensure it has both the right purpose and gets the right outcomes for its projects?
Drawing on his experience within Elsevier, Ian will discuss how he is working towards creating a PMO that is not a follower, but a leader in the transition to an evidence based product organisation.
Attracting talent to PMO as a career can be a challenge; creating a clear, yet “agile” path of progression perceived as “exciting” as a role in delivery can seem impossible!
As a fledgling PMO Practitioner searching the internet for “PMO Accreditation” will bring back a plethora of offerings but somehow the “O” of “PMO” gets lost after the first or second result!
With very little relevant, formal PMO training available and more and more pressure on L&D budgets, how, as we build our PMO community of Practice, can we develop a self-sustaining learning cycle which will develop the individual as well as the service?
This session will explore the challenges presented and some solutions in building capability within a PMO Practice where the “bar “is constantly rising, and PMO, even though respected can be considered second choice as a Career.
However, how do we deal with ideas from the bottom up? How do we set idea challenges and nurture ideation? How do we capture and develop the good idea? Does that need to be part of the portfolio management and what part does the ‘PMO’ play in creating the environment for, and perhaps managing that process?
Afternoon Coffee Break
Dr Robert Joslin
In this session, Robert Joslin explores the top ten key drivers of change that affect the PMO and gives insights into how practitioners can prepare for the PMO’s response to changes.
This session, based on evidence-based findings, introduces the seven core PMO principles, which form the basis of a new international PMO standard. Implementing these seven core PMO principles, within any type of PMO today, will not only underpin PMOs with a solid foundation for delivering high value services, they will also reduce the risk of adverse effects during these turbulent change periods.
In many organisations, infrequent consideration of business strategy and annual budgeting cycles results in static portfolios often created 6-18 months ahead of the initiation of the Programmes and Projects they contain. In this session, Ed and Barbara explore how to create and run portfolios of projects, programmes and business as usual initiatives in an agile way.
For Portfolio PMOs the Agile Portfolio Management approach covers key areas including agile portfolio budgeting; prioritisation and blending; governance and fulfilment.
Some of the themes explored will be:
In this case study, Kingsley and Dave will explain how RPCuk and Faithful + Gould deployed technology to facilitate the delivery of integrated services, which included Project Controls, Portfolio Management and Costs Integration. This solution has been designed and a POC delivered for a leading UK academic institution.
Through the intelligent amalgam of Project Controls best practice and supporting technology, we maintain proper governance of our data whilst increasing the access and exposure to information critical to the success of our project.
This presentation, demonstrated by RPCuk, will highlight one particular component, the integration of cost data and how we brought together information from multiple systems to manage budgets, expenditure, resources and schedule and delivered visibility of the true cost of the project, from funding and budget through to expenditure, and highlighted the cost of change and impacts on forecasts.
Saudi Arabia has been dependent on oil but with the reduction in demand and the drop of oil prices it needs to find alternative revenue sources. Saudi Arabia is going through a 15-year plan called Vision 2030, reinventing itself by moving up the value chain. To do this, large and complex projects have been identified and budgets have been established. The Saudi King has carried out an assessment of critical success factors and determined that PMOs at all levels of the government and industry are key to success for these projects.
The concept of PMOs have been established at the Kingdom level reporting to highest authority. This presentation explains why and how the PMOs have been established and how the topology reflects the business demand across the various departments and industries.
This amazing story explains how PMOs were identified as functional critical success factors and how they are one of the main pillars of success for a nation that needs to change.
The presentation moves from the macro to the micro level and details the 10 top challenges PMO Directors and PMO Managers face in the government sector.
Jez Rose is a behaviourist, broadcaster, speaker and Beverly Hills Awards-winning author. He works globally with organisations to help them ‘flip the switch’, to achieve extraordinary results with simple changes to how they think.
Jez demonstrates brain tricks and behaviour fixes to achieve extraordinary results, inspiring everyone to find the gap between stimulus and response and be the best they can be.
An energising and inspiring end to the PMO Conference
Please, note that the programme is subject to change, and will be updated continuously up to the conference
** Congratulations to Jillian Hendry, she wins a free ticket to next year’s conference** It’s…
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