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FuturePMO 2017 - Mike Webb, Leidos - Change Managing a PMO
It is all too easy to establish a governance process, develop templates and tools for PPM and implement a training regime. So why then do 50% of PMOs fail within 3 years of start-up? Mike Webb talks through his experiences of establishing PMOs and the part that change management has played in building a capability embedded within the psyche of the organisation. How through treating the establishment of a PMO as a change programme in its own right can ensure enduring success for the capability.
It is all too easy to establish a governance process, develop templates and tools for PPM and implement a training regime. So why then do 50% of PMOs fail within 3 years of start-up? Mike Webb talks through his experiences of establishing PMOs and the part that change management has played in building a capability embedded within the psyche of the organisation. How through treating the establishment of a PMO as a change programme in its own right can ensure enduring success for the capability.
9.
Mike Webb
Head of PMO | Leidos Europe Ltd
Michael.webb@leidos.com
Editor's Notes
Mike Webb Head of PMO Serco Defence PMO & Projects Director Serco Central Government (Defence, Transport & Justice) Head of Corporate Change AWE Head of PMO Leidos Europe
You may disagree with me – that is fine, it does not make me wrong any more than my views make you wrong!
This workshop is in the context of introducing a PMO where there has never been one or they have failed in the past. Shamelessly use the ADKAR process
The only person that can deliver this message is the highest authority in the business
Can be most difficult, driven by line managers and champions Embrace early adopters IF there is no desire that will be no success.