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Wellingtone PPM - What's in the Future for PMOs

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Wellingtone PPM - What's in the Future for PMOs

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Presented by Marisa Silva (The Lucky PM), PMO & PPM Consultant - Wellingtone

Presentation Synopsis: The fast pace of change in today’s world is, simply put, crazy. It’s a VUCA world out there and change is now the new normal. Block chain, machine learning, artificial intelligence, 3D printing, what the hell is all that about? While this scenario may alarm some – and these words even confuse others – we, PMO people, enjoy change. We enable it, we promote it, we live with it. Let’s then talk about the future. After all, the best way to predict the future still is to create it.

With a thought-provoking approach, Marisa argues that in order to go beyond a state where the justification for PMOs is bounded by the failure and temporality of projects, PMOs need to position themselves as a sustainable source of value by becoming critical to the business they serve and by staying relevant. To do so, this workshop will present you with practical hints and tips to configure your PMO for success as well as provide an overview of the latest trends that could shape how PMOs operate. Are you ready for the Future PMO?

Presented by Marisa Silva (The Lucky PM), PMO & PPM Consultant - Wellingtone

Presentation Synopsis: The fast pace of change in today’s world is, simply put, crazy. It’s a VUCA world out there and change is now the new normal. Block chain, machine learning, artificial intelligence, 3D printing, what the hell is all that about? While this scenario may alarm some – and these words even confuse others – we, PMO people, enjoy change. We enable it, we promote it, we live with it. Let’s then talk about the future. After all, the best way to predict the future still is to create it.

With a thought-provoking approach, Marisa argues that in order to go beyond a state where the justification for PMOs is bounded by the failure and temporality of projects, PMOs need to position themselves as a sustainable source of value by becoming critical to the business they serve and by staying relevant. To do so, this workshop will present you with practical hints and tips to configure your PMO for success as well as provide an overview of the latest trends that could shape how PMOs operate. Are you ready for the Future PMO?

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Wellingtone PPM - What's in the Future for PMOs

  1. 1. WHAT’S IN THE FUTURE FOR PMOs? Marisa Silva, The Lucky PM
  2. 2. Who I am Why bother with the future? Learning from the past What’s the point of you? PMOs must grow or go
  3. 3. ©Wellingtone Senior Consultant Wellingtone Secretary at the APM PMO SIG PMO Value Ring Certified Consultant UK Partner MSc in Strategic Management of Projects (UCL) Speaker @TheLuckyPM Programs Director Project Managers Without Borders Mentor Project Managers Against Poverty Marisa Silva, the Lucky PM
  4. 4. It’s tough to make predictions. Specially about the future. I think there is a world market for about five computers. Thomas J. Watson, chairman of IBM, 1943 No matter what happens, the U.S. Navy is not going to be caught napping. Frank Knox, Secretary of the Navy, 4 December 1941, just before the Japanese attack on Pearl Harbor A severe depression like that of 1920-1921 is outside the range of probability. The Harvard Economic Society, 16 November 1929 Heavier-than-air flying machines are impossible. Lord Kelvin, British mathematician, physicist and president of the British Royal Society, c. 1895
  5. 5. ©Wellingtone How certain are you about the future...today? Page 5 UK votes to leave the EU Donald Trump elected as President of the United States Leicester City wins the Premier League
  6. 6. Why bother with the future ?
  7. 7. ©Wellingtone An archaeological review of the PMO Page 7 The Project Management Office The Project Office A commodity to be traded - and traded on The Project and Programme Management Office From 1930-1950 From 1950 – 1995 2000’s FutureFrom 1800 – 1930 ? Darling and Whitty , (2016),"The project management office: it’s just not what it used to be", International Journal of Managing Projects in Business, Vol. 9 Iss 2
  8. 8. ©Wellingtone An archaeological review of the PMO Page 8 Darling and Whitty , (2016),"The project management office: it’s just not what it used to be", International Journal of Managing Projects in Business, Vol. 9 Iss 2
  9. 9. ©Wellingtone PMO interest over time Page 9 Google Books Ngram Viewer
  10. 10. ©Wellingtone Page 10 of YOU?What’s the point
  11. 11. ©Wellingtone Page 11 What’s the point of you? Sorrel Gilbert
  12. 12. What makes a PMO a PMO? Instrument of integration Trusted source of truth Serve the customer Enable capability Support learning organisation
  13. 13. The world has become complex Coffee in 1996 Coffee in 2018 Truth Facts
  14. 14. PMOs MUST GO OR GROW Colin Ellis
  15. 15. Foresight 1. Customer Centric 2. Professionalisation 3. Emergent Practices
  16. 16. ©Wellingtone Page 16 From center of the universe PMO Reporting Tools Training Methodolo gy “I need a status report by Friday” “You need to complete your timesheet every week.” “Sorry, we need a project plan in MS Project” “What do you mean, no Change Request is needed? You must follow the methodology!” “What training courses should we give them this year?”
  17. 17. ©Wellingtone To servant leader PMO Value Objectiv es Support Engage ment “Are we doing the right projects?” “Have we achieved the project’s objectives?” “How can the PMO help you?” “Are the customers happy?”
  18. 18. ©Wellingtone Page 18 Professionalisation of the PMO
  19. 19. 'The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.' Alvin Toffler
  20. 20. ©Wellingtone Page 20 Could this be the future? Lego Serious Play SAFe Scrum LeSS AI and BotsBig Data Machine Learning Kanban DevOps Bricolage Sustainable Project Management Project Canvas #NoEstimates #NoProjects Over the Fence Projects Half Double Management 3.0 Heuristics
  21. 21. Are you paying attention?
  22. 22. ©Wellingtone Page 22 Everytime there’s a new kid on the block Expectations Gartner Hype Cycle
  23. 23. ©Wellingtone Page 23 Who would have believed that the perfect Wikipedia photo caption could have been improved upon?
  24. 24. BE THE CHANGE YOU WANT TO BE
  25. 25. Let’s keep in touch. https://uk.linkedin.com/in/theluckypm @TheLuckyPM Marisa.Silva@Wellingtone.co.uk

Editor's Notes

  • A couple of reasons, in my opinion:
    First of all, because history show us that we are bad at thinking forward.
    We tend to believe that the future will be an extension of the present, of the world as we know it today, that what we’ll do tomorrow can have a slight change but will never be completely different from what we did today. This leading us, from a management and decision-making perspective, to face a paradox: all our decisions are about the future but the knowledge we rely on to make those decisions is all about the past.
  • And finally, because if you don’t think about the future, someone else will.
    Nokia, Blockbuster or Kodak are clear examples of that situation. Both leaders in their market, Blockbuster didn’t see online streaming coming, and Kodak didn’t took the scenario of digital photography seriously. They both went bankrupt.
  • 1805: UK agriculture project office
    1939: modern “project management office”
  • In fact, the world has become quite complex and this adds to be the level of uncertainty we face. See, for instance, coffee. No longer is sufficient to just say black coffee or coffee with cream. We are offered a variety of choice and while this is good for the consumer it also adds complexity for us, project managers.
  • Confirm name of project where first PMO was used, in Defence (I think this was the Apollo project but we should check)
  • Specific skillset
    From “PMO to PM” to “PM to PMO”
    Access to C-Level
  • In fact, on average, by 2020, more than a third of the desired core skill sets of most occupations will be comprised of skills that are not yet considered crucial to the job today and social skills such as persuasion, emotional intelligence and teaching others will be in higher demand across industries than narrow technical skills, such as programming or equipment, according to The Future of Jobs Report, produced by the World Economic Forum. Hence, we need to start preparing now by learning, unlearning and relearning new skills.
  • I prefer evolutions to revolutions: they take less casualties.
    Instead of trying to create something new....continuous improvement!
  • I prefer evolutions to revolutions: they take less casualties.
    Instead of trying to create something new....continuous improvement!
  • How not to do continuous improvement
  • QA: if I don’t know the answer, it makes me look good
    If I don’t, it makes YOU look good
  • ×