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We are IPMA 1 ®
The rise of the
Enterprise PMO
Reinhard Wagner and
Emma-Ruth Arnaz-Pemberton
eVa21, London, June 2016 2 ®
About the presenter
Grew up in the Black Forest
Lives with his family near Munich
Studied Ele...
eVa21, London, June 2016 3 ®
Future trends in project management
Projectification of societies
Coping with complexity
Tran...
eVa21, London, June 2016 4 ®
The Enterprise Project Management Office
(EPMO) is key enabler for the development
of a proje...
eVa21, London, June 2016 5 ®
Results of a Germanic PMO survey (1)
Based on 250 responses from various industries …
80% run...
eVa21, London, June 2016 6 ®
Results of a Germanic PMO survey (2)
Based on responses from the PMO Managers (85), PMO
emplo...
eVa21, London, June 2016 7 ®
Insights from an extensive survey (4)
Source: GPM, spm and HfWU Nürtingen, 2014
eVa21, London, June 2016 8 ®
The evolution of an organisation &
utilisation of the P(M)O-concept …
System
transparency
1. ...
eVa21, London, June 2016 9 ®
About the Presenter
 Emma-Ruth Arnaz-Pemberton
 15 years in the industry
 ERAP Consulting ...
eVa21, London, June 2016 10 ®
PMO Lesson #1
There is no
one size fits
all!
eVa21, London, June 2016 11 ®
Key Enablers of an EPMO
Support
• From leaders
• From project community
Engagement
• At the ...
eVa21, London, June 2016 12 ®
Key Enablers of an EPMO
Adapt & Sell!
Engage
Build
Context
Take Pain
Away
Define who
you are...
eVa21, London, June 2016 13 ®
Q&A
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Reinhard Wagner

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The rise of the enterprise PMO by Reinhard Wagner, President of the IPMA speaking at Bringing Projects to Life conference #eVa21

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Reinhard Wagner

  1. 1. We are IPMA 1 ® The rise of the Enterprise PMO Reinhard Wagner and Emma-Ruth Arnaz-Pemberton
  2. 2. eVa21, London, June 2016 2 ® About the presenter Grew up in the Black Forest Lives with his family near Munich Studied Electrical Engineering as well as Business Administration 30 years of experience in project- oriented leadership and execution Certified Projects Director (IPMA), Certified Programme and Portfolio Management Consultant (IPMA) Honorary Fellow of German Project Management Association (GPM) President of IPMA (2015 - 2017) reinhard.wagner@ipma.world
  3. 3. eVa21, London, June 2016 3 ® Future trends in project management Projectification of societies Coping with complexity Transnationalisation of project management Virtualisation or project management Professionalisation of project management Learning and education Projects as business Stakeholder management Project management goes board room Project-oriented organisation Source: TU Berlin, Prof. Hans-Georg Gemünden for GPM, 2014
  4. 4. eVa21, London, June 2016 4 ® The Enterprise Project Management Office (EPMO) is key enabler for the development of a project-oriented organisation … Project Office Programme Office PMO EPMO
  5. 5. eVa21, London, June 2016 5 ® Results of a Germanic PMO survey (1) Based on 250 responses from various industries … 80% run a PMO, independent of their size (SMEs) No. of PMOs per organisation depends on size (max. 7.3 in very large organisations) and industry (Automotive up to 9) Average no. of projects per PMO ranges from 35 to 106 The contribution of a PMO was evaluated (very) significant (94%), moderate (6%) and very small (0%) … … mainly through avoidance of duplicate work, higher reliability of achieving the strategic targets and a more sustainable development of the organisation 62% of the PMOs have a less intensive or no strategic involvement in the decision making & control processes! Source: GPM, spm and HfWU Nürtingen, 2014
  6. 6. eVa21, London, June 2016 6 ® Results of a Germanic PMO survey (2) Based on responses from the PMO Managers (85), PMO employees (64), PMs (46), Line (23) & top managers (3) … The acceptance of the PMO is rated (very) good (43%), satisfactory (38%), sufficient (9%) and poor (10) The lowest level of acceptance is marked by … the PMs!? The acceptance is significantly higher in organisations where performance is measured quantitatively Those PMOs, accepted in an organisation, are more likely to be involved in strategic decision making & control – are the others operational administrators only? Source: GPM, spm and HfWU Nürtingen, 2014
  7. 7. eVa21, London, June 2016 7 ® Insights from an extensive survey (4) Source: GPM, spm and HfWU Nürtingen, 2014
  8. 8. eVa21, London, June 2016 8 ® The evolution of an organisation & utilisation of the P(M)O-concept … System transparency 1. Pioneer phase 2. Differentiation phase 3. Integration phase 4. Association phase Establishment of an informal organisation around a person Human relations Challenges with the context Power blocks? Building up a controllable apparat (“machine”) Development of a holistic organism Interconnectedness of the organisation with context Core theme Side issue Source: Glasl, F.; Lievegoed, B.: Dynamische Unternehmensentwicklung. 4. Auflage. Haupt Verlag. 2011 Project Office PMO Enterprise PMO Virtual PMO
  9. 9. eVa21, London, June 2016 9 ® About the Presenter  Emma-Ruth Arnaz-Pemberton  15 years in the industry  ERAP Consulting Ltd founded in 2014  Chair of the Association for Project Management PMO Specific Interest Group  Contributor to:  Portfolio, Programme, and Project Offices (2013, Axelos)  Real project Management (2015, Peter Taylor) ERAP Consulting Ltd
  10. 10. eVa21, London, June 2016 10 ® PMO Lesson #1 There is no one size fits all!
  11. 11. eVa21, London, June 2016 11 ® Key Enablers of an EPMO Support • From leaders • From project community Engagement • At the right level • With accountability Tooling • Standards • Ways of working
  12. 12. eVa21, London, June 2016 12 ® Key Enablers of an EPMO Adapt & Sell! Engage Build Context Take Pain Away Define who you are Build a community Consistently Show Value
  13. 13. eVa21, London, June 2016 13 ® Q&A

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