Successfully reported this slideshow.

Best PMO in Americas 2019 - Banco Bradesco | FuturePMO 2019

2

Share

Upcoming SlideShare
Program Mgmt Overview
Program Mgmt Overview
Loading in …3
×
1 of 10
1 of 10

Best PMO in Americas 2019 - Banco Bradesco | FuturePMO 2019

2

Share

Download to read offline

Banco Bradesco won Best PMO in Americas 2019 in the PMO Global Awards (PMOGA). In this presentation, you can learn more about their journey to winning this prestigious award.

Wellingtone and FuturePMO is the UK Partner for the PMO Global Alliance. The PMO Global Awards take place at FuturePMO on an annual basis. www.FuturePMO.com

Banco Bradesco won Best PMO in Americas 2019 in the PMO Global Awards (PMOGA). In this presentation, you can learn more about their journey to winning this prestigious award.

Wellingtone and FuturePMO is the UK Partner for the PMO Global Alliance. The PMO Global Awards take place at FuturePMO on an annual basis. www.FuturePMO.com

More Related Content

More from Wellingtone

Related Books

Free with a 14 day trial from Scribd

See all

Related Audiobooks

Free with a 14 day trial from Scribd

See all

Best PMO in Americas 2019 - Banco Bradesco | FuturePMO 2019

  1. 1. THE FUTURE PMO 2019 PMO CORPORATIVO Hayrne Salvanha hayrne.salvanha@bradesco.com.br Linkedin.com/in/hayrne
  2. 2. OUR PURPOSE  Increase maturity in project management With implementation of a Local PMOs and actions of organizational development  Integrated critical Stakeholders Equalize expectations and observe the complexity of our organizational structure  Provide transparency and effectiveness in placements Anticipating issues and relevant facts of the Projects  Focus on the benefits of delivery Considering the Strategic Value Streams  Provide methodologies and tools Appropriate methodologies, techniques and tools to project needs
  3. 3. 3 OUR HISTORY 09 Designed to Monitoring and Control New System Architecture 10 Expansion of Strategic Portfolio 11 12 13 Consolidation with several Projects completed, with emphasis on Advanced Basel II - Market Risk - being the first Brazilian bank to use the advanced model 14 Launch da Project Management Community PMO Consulting Services 15 Team 100% internal Release PM Training 16 17 Incorporation HSBC-Br Next – Digital Bank Integrated Plataform Bradesco Insurance
  4. 4. OUR TALENTS VALUES  Be Straightforward  Be Part  Be Reference  Be Feasible  Be an Entrepreuneur  Be Practical Team of 30 professionals main certifications Project Management Professional (PMP) PMI Risk Management Professional (PMI-RMP) PMI Scheduling Professional (PMI-SP) PRINCE2 Practitioner PMO-CP (Value Ring) Microsoft Project Specialist Human Change Management Professional (HCMP) Scrum Master (CSM) SAFe – Scaled Agile Framework
  5. 5. STRATEGIC POSITIONING EXECUTIVE BOARD PMO 30 employees Acting in 3 dimensions DIRECTIVE CONSULTIVE COLLABORATIVE Effective execution for major projects with high visibility and revenue generating On-demand Consulting that promotes additional support and expertise Connecting people interested in PM
  6. 6. ANNUAL SEMINAR IN PROJECT MANAGEMENT To ALL employess  The Biggest internal event of the Organization PMO COLABORATIVE  Leadership Event for decision makers & executive leaders ~1000 paticipations  Project of the Year Award Recognizing project management excellence in 4 categories
  7. 7. PROJECT PORTFOLIO RESULTS Platinum, Gold e Green Issuance Phase R$ 31,6 Millions 408 Thousand customers R$ 3,1 Bilhões portfolio R$ 150 Million ~2 Years 10 squads New Exchange Plataform Lagest Project in Scaled Agile in Financial Sector “make it happen” Full Digital Bank 2 Years R$ 300 Millions +1 Million cutomers
  8. 8. EXECUTIVE RALLYE expectations of Stakeholders index short medium long 39 30 32 Time perception Mix of service balance 63,3% 48 INTERVIEWS  15 Executives  33 Directors  160 insights  Top 5 issues  Executive Expectations PMO Value Ring analysis services 12 New (benefits) 1 Services with extended performance 6
  9. 9. CHALLENGES FOR THE FUTURE  Promote the Agile and Digital Transformation and be the main change maker spreading the agile mindset to the Business Areas;  Expand PMO Services with actions to increase and sustain the Organizational Maturity in Project management;  Establish na Integrated Plataform between Corporate PMO and Local PMOs (Cloud PPM tool);  Maximize support for the trainning as a facilitator of continuous organizational change in a VUCA world;  Raise productivity - LEAN creating leaner operations and identifying problems of waste and quality, aligned with the Organization Value Stream;  Continuous quest for excellence in a efficiently, sustainable way, remaining relevant to the Organization.
  10. 10. “In times of digital and agility, the value of PMO is not in the method, indicators or headlights, but in what is analog! People, creativity, colaboration and results!”

Editor's Notes

  • Designed in 2009 aiming of controlling and monitoring the Organizational Systems Architecture (SOA) Program
    expansion of its Portfolio
    consolidated with 4 Projects completed, with emphasis on Advanced Basel II - Market Risk - being the first Brazilian bank to use the advanced model
    . In 2014 opens the Project Management Community. As early as 2016, we had a decisive stake in the merger of HSBC, in which Bradesco Corporate PMO was responsible for monitoring and controlling the entire program, reporting the absorption of almost 900 new branches, as well as more than 4,000 ATMs spread throughout Brazil. In 2017, Bradesco PMO was also decisive in the implementation of Next, the first 100% digital affiliated with the Organization, and the Integrated Platform – Bradesco Brokerage, both having relevance and considerable growth with our help. Currently, we have the majority of Programs and Projects of the Organization on our portfolio, in addition to several other projects we are going to highlight in this presentation.
  • Quebra de paradigmas
    Integrar diversas partes interessadas, equilibrando expectativas e observando a complexidade da nossa estrutura organizacional;
    Dar transparência e efetividade nos posicionamentos, antecipando problemas e fatos relevantes dos Projetos;
    Focar nos benefícios da entrega considerando a cadeia de valor;
    Aportar metodologias e padronizar requisitos para o Gerenciamento de Projetos com a criação do normativo interno;
    Adequar as comunicações dos projetos para todos os níveis hierárquicos da Organização;
    Estabelecer governança e escalation para endereçamento de riscos e problemas;
    Viabilizar ferramentas, frameworks e modelos inovadores com o intuito de apresentar novos formatos de conduzir e realizar Projetos;
    Atender os Gestores e Líderes de Projeto nas atividades de Gerenciamento de projetos, fornecendo coaching/mentoring;
    Aumentar a maturidade em Gerenciamento de projetos dos Departamentos com implementação de Escritório de Projetos e ações de desenvolvimento organizacional;
  • ]Strategic Positioning
    STRATEGIC POSITIONING
  • Lead the movements of
    Agility and Digital Transformation, and be the main agent of change spreading the agile mindset
    for the entire Organization

    creating operations and identifying problems of waste and quality, aligned to the area's Value Stream
  • ×