How First-time Project Management Office (PMO) Leaders Can Set Up PMOs – Ev...Hussain Bandukwala
Setting up a PMO is a journey! There's no single path and certainly there's no ideal way. However, certain frameworks can be applied to find the best approach to establish a PMO that your organization can adopt and benefit from.
Further, it should be recognized that a PMO Leader is a totally different role from a Program/Project Manager. It commands different responsibilities and demands distinct skillsets.
This presentation outlines the factors, frameworks, mindset, skills and personal goals that a first-time PMO Leaders should consider when starting his/her PMO journey.
How First-time Project Management Office (PMO) Leaders Can Set Up PMOs – Ev...Hussain Bandukwala
Setting up a PMO is a journey! There's no single path and certainly there's no ideal way. However, certain frameworks can be applied to find the best approach to establish a PMO that your organization can adopt and benefit from.
Further, it should be recognized that a PMO Leader is a totally different role from a Program/Project Manager. It commands different responsibilities and demands distinct skillsets.
This presentation outlines the factors, frameworks, mindset, skills and personal goals that a first-time PMO Leaders should consider when starting his/her PMO journey.
There are many ways to start a PMO; this presentation provides a general template for beginning this process that is suitable for any type of organization.
Our presentation from the SMS Management & Technology Next Generation PMO seminar, held in Victoria and presented by Michael Aizacowitz and Eric Van Zeyl
FuturePMO 2017 - Justin Byrd, Fujitsu - Future-proofing your PMO; Building an...Wellingtone
Justin explores what a good PMO looks like, how should it be designed to add the most value for its Customers and how you can ensure it is fit for purpose not only today, but for the future of your organisation too. Hints, tips, and ideas to enhance your PMO journey.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Some of the target measures of success for an effective PMO is the company is they contribute towards a company being financially successful where the shareholders are satisfied, the organisation works on the right projects at the right time, strategies are being executed as agreed and programs and projects are aligned with corporate strategy.
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Determining the Mathematical ROI of a Project Management Office (PMO) Impleme...Ricardo Viana Vargas
Slides from the white paper which objective is to present, discuss and apply a mathematical model based on the use of Monte Carlo simulation in conjunction with researches on project success/failure rates of projects to develop a 10 step model to calculate the mathematical return on investment (ROI) for the Project Office implementation.
There are many ways to start a PMO; this presentation provides a general template for beginning this process that is suitable for any type of organization.
Our presentation from the SMS Management & Technology Next Generation PMO seminar, held in Victoria and presented by Michael Aizacowitz and Eric Van Zeyl
FuturePMO 2017 - Justin Byrd, Fujitsu - Future-proofing your PMO; Building an...Wellingtone
Justin explores what a good PMO looks like, how should it be designed to add the most value for its Customers and how you can ensure it is fit for purpose not only today, but for the future of your organisation too. Hints, tips, and ideas to enhance your PMO journey.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
Some of the target measures of success for an effective PMO is the company is they contribute towards a company being financially successful where the shareholders are satisfied, the organisation works on the right projects at the right time, strategies are being executed as agreed and programs and projects are aligned with corporate strategy.
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Determining the Mathematical ROI of a Project Management Office (PMO) Impleme...Ricardo Viana Vargas
Slides from the white paper which objective is to present, discuss and apply a mathematical model based on the use of Monte Carlo simulation in conjunction with researches on project success/failure rates of projects to develop a 10 step model to calculate the mathematical return on investment (ROI) for the Project Office implementation.
Business PMO & IT Pmo What Is The DifferenceStefan Rank
Business-PMO & IT-PMO - What is the difference
Organizational differences of Project Management Offices and the real world challenges that Project Management Offices face based on their organizational alignment in the overall structure of the organization
PMO of the Year Award 2010 eBook, profiling IBM's PM/COE, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMOSIG, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
Understanding the Priorities and tackling the Challenges of the PMOPlanview
View the On-Demand Webcast! Planview.info/PMOPrioritization
"Only 11% of managers believe that all their company's strategic priorities have the financial and human resources needed for success." -Harvard Business Review
Learn about IT organizations':
-top three strategic planning priorities
-top three strategic planning challenges
-whether or not continuous planning is the solution
-real challenges with annual planning
-the best solution for continuous planning
View the On-Demand Webcast! Planview.info/PMOPrioritization
The term PMO has been around for many years but it stills creates confusion.
There is no standard definition of what a PMO is, even what some of the letters represent. A lack of common definition is acceptable, yet desirable since one-size does not fit all.
In this short presentation, the speaker will share his insights on PMO’s, purpose, mandates and why many PMO fails or are challenged. In addition, the speaker will discuss the critical link between PMO (Project Management Office) and OPM (Organizational Project Management) … closing with our hypothesis that unless the PMO own OPM, the organization will not achieve higher level of project management maturity and significantly enhance organization performance.
APM Careers presentation,
Vince Hines,
Westminster University
14th March 2016
Project Management Specialist Project Management Recruitment, Training & Consulting company
Tools and techniques of project management are universal Typical Route to Becoming a PM - Most Project Managers start as SMEs Develop PM skills.
Recognise the skills of a Project Manager - do you have those skills?
Gain appropriate qualifications.
The Selection Process Social Media
Job Title Average Salary
Project Manager Contract Rates
Agencies related to project management jobs
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
ROI CERTIFICATION PROGRAM
A comprehensive way to gain the skills, resources,
and knowledge to measure the value of projects
and programs of all types – down to the financial
return on investment (ROI).
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
ROI Basics: An Overview of the ROI Methodology with Patti PhillipsVFTNetworks
Never before has ROI been of such importance. The ROI Institute’s ROI Methodology is the most documented approach to measuring and evaluating learning and development programs. This webinar series presents the key elements in the ROI process.
Are you about to launch a new CRO program?
The first 30 days are pivotal for your long-term success. There’s a lot of pressure to demonstrate value quickly, which isn’t easy. The process is far more complicated than it seems and can only be tackled with a well-thought-out plan.
Our expert for this session, Joe Johnston, is the Head of Conversion at Launch, and he understands the common challenges that often arise when you kickstart a CRO program. Fortunately, he also knows how to mitigate them. In this webinar, he will share methods for gaining trust from key stakeholders and laying the foundations for collecting robust (valid) data, which is crucial in the first phase.
Sheet1Rubric for Assignment 4 - PMO CharterMaxYour PointsComment.docxbjohn46
Sheet1Rubric for Assignment 4 - PMO CharterMaxYour
PointsCommentsCompany Description PPTCompany Vision4Types of Projects4General Description4Organizational Needs Determination (Complete the Project Management Needs and Business Management Needs)8Organizational Culture Examination (Complete Organization Change, Business Focus, Business Philosophy, and Business Alignment)8Stakeholder Analysis4Current Practices Assessment ( Complete Part 1, page 649-650 and Part 2, page 651)8Preliminary Functionality Examination (Select one of the levels and describe why.)4PMO Staff Alignment (Specify who is part of the development team and who is part of the operations team).8PMO Executive Control Board (Specify using the legend who are the members of the executive control board.4Grammar - Organization - Spelling8PMO Charter Document - WordBusiness Purpose4Project Management Purpose4PMO Functional Responsibilities4PMO Business Alignment4PMO Business Affiliation4PMO Authority4PMO Resource and Funding4PMO Reviewers and Approvers4Grammar - Organization - Spelling4 Total 10001001. For your company describe In a PPT Document, the Company Vision, Types of Projects, and General Description of Company, use the Appendix A in Gerard Hill book starting in page 625 to complete each of the assessment activities, including Organizational Needs Determination, Organizational Culture Examination, Stakeholder Analysis, Current Practices Assessment, Preliminary Functionality Examination, PMO Staff Alignment, and PMO Executive Control Board.2. In a Word document, write a PMO Charter using the Checklists in Appendix A of Gerard Hill’s book.3. Upload the PPT slide deck and the single Word Doc and be prepared to discuss at the Adobe Connect session
PMGT 580 Unit 4
Starting a PMO
Note: Reference material is The Complete Project Management Office Handbook by Gerard M. Hill and Business Driven PMO Setup by Mark Price Perry.
Overview
It is extremely important when starting up a PMO that a good stakeholder-centered entity is formed. This includes how the PMO needs to support the strategic planning as well as how it is structured. This unit focuses on the steps needed to start up a PMO in a way that will sustain the PMO post startup. You will be selecting an organization in the Unit and writing a PMO charter as a part of one of your assignments.
Unit 4 Objectives
Key Questions and Outcomes
What are some of the leading factors that contribute to the establishment of a PMO?
In terms of a practical roadmap for establishing a PMO, what are the phases and order of phases that a PMO should seek to follow?
What are the typical barriers that often prevent a PMO from establishing a clear vision?
What are the differences between and characteristics of functional and projectized organizations and weak, balanced, and strong matrix organizations?
What are the pros and cons of “selling” the concept of a PMO mindset?
What does organizational culture have to do with setting up .
Similar to APM PMO Value Ring workshop, Americo Pinto, London, 01 March 2017 (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
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Organizational Change Leadership Agile Tour Geneve 2024
APM PMO Value Ring workshop, Americo Pinto, London, 01 March 2017
1. www.pmovaluering.com
THE PMO VALUE RING
WORKSHOP
London, March 1st 2017
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
AMERICOPINTO@PMOGA.COM
2. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
ABOUT ME
My hometown is Rio de Janeiro, Brazil, but I am a
citizen of the world.
I have 20 years of experience in project management
and PMOs as a Consultant, Practitioner, Professor,
Researcher, Speaker and Author.
I am a PhD Candidate at Rennes School of Business
in France, doing research on PMOs.
I have been studying and benchmarking more than 300
PMOs over the last 6 years.
I have been leading a worldwide community of PMO
professionals with more than 5.000 members.
I was awarded with the PMI Distinguished Contribution
Award in 2011.
3. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHERE THIS STUFF COMES FROM
It is the result of a 6-year international research program.
It was jointly developed with 89 experienced PMO leaders.
It has been recently published and presented in more than 30 global
conferences worldwide.
It is based on a collective intelligence database.
4. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
ABOUT OUR COMMUNITY
Imagine if you could ask
thousands of experienced PMO
professionals worldwide about
how to overcome your own
challenges.
That’s what we do at PMO Global
Alliance, the worldwide virtual
community of PMO professionals.
We develop collaborative
research, projects and solutions
based on the collective
intelligence of our community.
5. www.pmovaluering.com
It is a software based on an international
methodology, developed with the participation of
successful PMO leaders.
It is based on a broad study, consolidating the
experience of mature professionals from around
the globe.
Supports the creation, review and operation of the
PMO, focusing on generating effective value for
the organization.
Provides recommendations, and guides the PMO
configuration from successful experiences, similar
to the actual situation of the organization.
WHAT IS THE PMO VALUE RING?
6. www.pmovaluering.com
Success cases in PMOs are hardly constructed from isolated successful
experiences, which have been influenced by variables that can not be
identified or replicated.
In addition to that, isolated experiences also disregard the fact that
organizations are not always able and willing to implement good practices.
This way, evaluating the practices in use in organizations alone does not
always portray what is really best and most efficient.
Our benchmarking is based on statistical analyzes, made on the experiences
of an international community formed by professionals who have the
experience and knowledge in the day to day of successful PMOs.
The consensus of these professionals about which practices actually work
(collective intelligence) in different organizational scenarios is the high value
content that serves as a source for the recommendations proposed by PMO
VALUE RING.
BENCHMARKING APPROACH
7. www.pmovaluering.com
• More than 5,000 users in 65 countries.
• Available in English, Portuguese, and Spanish.
• All the essence of the methodology is available for free to the
community.
• It can be used by professionals, consultants, teachers and students
interested in the PMO theme.
• It is a contribution to the international community of professionals in
PMOs.
PMO VALUE RING FACTS
8. www.pmovaluering.com
• The PMO VALUE RING methodology proposes that the PMO
shoud be seen as a "service provider".
• As such, it has "clients", its stakeholders, each with specific
needs and expectations.
• Meeting stakeholder expectations is the best way to generate
perceived value.
• The PMO will accomplish this by providing "services" (functions)
in the best possible way.
PMO VALUE RING MINDSET
10. www.pmovaluering.com
• Never follow pre-set types of PMOs. This is the shortest way to
failure.
• Success will depend on the ability of your PMO to be flexible
enough to adapt to stakeholder needs.
• There is no right or wrong in PMOs. There is only what you need
to do so that the value of your PMO is recognized.
• Do not be afraid - or lazy - to re-evaluate or reinvent your PMO
whenever necessary.
PMO VALUE RING MINDSET
11. www.pmovaluering.com
Find out what are the most appropriate
functions for your PMO, according to the
needs of your stakeholders
Balance the set of functions of
your PMO to generate value
perception to your stakeholders
Design your PMO processes,
using best practices and
recommendations
Select performance indicators, monitor
quality, and demonstrate how your PMO is
generating value
Evaluate the maturity of your PMO
and receive recommendations to
plan your evolution
Define how the value generation of your
PMO will be monitored with a
dashboard with strategic metrics
Find out what the financial return
of your PMO is, considering the
reality of your company
Evaluate your team, use
recommendations to define the
best allocation, and create
development plans
1
2
3
45
6
7
8
PMO VALUE RING BENEFITS
12. www.pmovaluering.com
FIND OUT WHICH ARE THE MOST INDICATED
FUNCTIONS FOR YOUR PMO, ACCORDING
TO THE NEEDS OF YOUR STAKEHOLDERS
BENCHMARKING:
The PMO should not waste resources on functions that do not
generate the benefits and outcomes expected by stakeholders. The
lack of this alignment makes the PMO not generate value perception,
losing support over time.
REFLECTIONS:
Is your PMO really generating the benefits expected by your
stakeholders?
WHAT TO DO IN PMO VALUE RING:
• Automatically identify and collect stakeholder expectations.
• Establish different relevance for each group of stakeholders.
• Use the experience of a worldwide community of PMO professionals
to understand how to best meet existing expectations.
EXPECTED RESULTS:
List of recommended functions for the PMO, considering the
expectations of the stakeholders. Total alignment between PMO
efforts and expected results. Greater perception of value by
stakeholders.
STEP 1
ALIGNING OBJECTIVES AND BENEFIT EXPECTATIONS
13. www.pmovaluering.com
BALANCE THE SET OF FUNCTION OF YOUR
PMO TO GENERATE PERCEPTION OF VALUE
IN YOUR STAKEHOLDERS
BENCHMARKING:
PMO functions should be selected considering their ability to
generate value perception over time in stakeholders. This balance is
critical to sustaining sponsorship and stakeholder satisfaction.
REFLECTIONS:
Are the functions of your PMO capable of generating value
perception in the short, medium and long term?
WHAT TO DO IN PMO VALUE RING:
• Select the functions that will be performed by the PMO in the next
cycle.
• Evaluate the adherence of the selected set of functions to the
expectations of stakeholders.
• Use the experience of a worldwide community of PMO
professionals to understand how the selected functions will be able
to generate value perception over time.
EXPECTED RESULTS:
Set of PMO functions for the next cycle, aligned with the benefits
expected by stakeholders, and the ability to generate value
perception over time.
STEP 2
BALANCING THE GENERATION OF VALUE OVER TIME
14. www.pmovaluering.com
DRAW THE PROCESSES OF YOUR PMO,
USING BEST PRACTICES AND
RECOMMENDATIONS
BENCHMARKING:
Each function represents a PMO process. It is essential to describe in
detail how each process will be executed, as this is the most effective
way to ensure that the PMO delivers value in the way agreed with its
stakeholders.
REFLECTIONS:
Are your PMO processes clearly defined, with steps, responsibilities,
and deliverables agreed upon with your stakeholders?
WHAT TO DO IN PMO VALUE RING:
• Establish the process for each function selected for the PMO..
• Define inputs, outputs, and responsibilities for each process.
• Use the experience of a worldwide community of PMO professionals
to understand how to make your PMO processes more effective and
results-driven.
EXPECTED RESULTS:
Detailed processes for each PMO function, including inputs, outputs
and responsibilities. PMO Services Catalog, to be agreed with its
stakeholders.
STEP 3
ALIGNING EXPECTATIONS AND INCREASING PRODUCTIVITY
15. www.pmovaluering.com
SELECT PERFORMANCE INDICATORS,
MONITOR THE QUALITY, AND DEMONSTRATE
HOW YOUR PMO IS GENERATING VALUE
BENCHMARKING:
Each PMO process should be monitored through specific
performance indicators that can demonstrate that its responsibilities
are being met as agreed, effectively and efficiently. The first step in
demonstrating value is to be able to measure it effectively.
REFLECTIONS:
What is the best way to measure your PMO's performance and if it's
really generating value? How to demonstrate the value and
contribution of the PMO?
WHAT TO DO IN PMO VALUE RING:
• Select which performance indicators will be used to monitor each
PMO function.
• Establish relevancies, form and frequency of measurement, and
goals.
• Use the experience of a worldwide community of PMO professionals
to understand which are the best indicators for each function, and
what are the recommended relevancies for effective value
demonstration.
EXPECTED RESULTS:
Set of performance indicators for PMO performance monitoring.
STEP 4
DEFINING METRICS TO MONITOR VALUE GENERATION
16. www.pmovaluering.com
EVALUATE YOUR TEAM, USE
RECOMMENDATIONS TO DEFINE BEST
RESOURCE ALLOCATION, AND CREATE
DEVELOPMENT PLANS
BENCHMARKING:
In order for the PMO to generate effective value, it is necessary for
its functions to be performed by professionals with adequate skills.
Each PMO function requires critical skills to be developed.
REFLECTIONS:
Do the professionals who work in the PMO really have the
necessary skills to perform the functions under their responsibility?
WHAT TO DO IN PMO VALUE RING:
• Make a 360º evaluation for all members of your PMO.
• Identify which professionals are best suited for each function.
• Identify existing development gaps and their impact on the success
of the PMO.
• Allocate PMO members to their respective functions.
• Create individualized development plans, and plan the development
of your PMO's competencies.
EXPECTED RESULTS:
Professionals allocated to carry out the functions of the PMO.
Competency gaps identified. Personal and PMO plans for
competency development.
STEP 5
PREPARING THE TEAM FOR HIGH PERFORMANCE
17. www.pmovaluering.com
ASSESS THE MATURITY OF YOUR PMO AND
RECEIVE RECOMMENDATIONS TO PLAN
YOUR EVOLUTION
BENCHMARKING:
The PMO must plan clearly how its evolution will take place, which
will contribute to the generation of value. The better the PMO
provides its functions, the greater the value generated.
REFLECTIONS:
What is the level of maturity of your PMO? How does PMO maturity
influence value generation? Does your PMO have a plan for
evolution?
WHAT TO DO IN PMO VALUE RING:
• Identify current and desired levels of PMO maturity..
• Establish action plans for the evolution of maturity over the cycle.
EXPECTED RESULTS:
PMO maturity assessment. Goals for evolution. Action plans for the
evolution of the PMO.
STEP 6
PLANNING THE EVOLUTION AND MAXIMIZING THE VALUE GENERATED
18. www.pmovaluering.com
DISCOVER WHAT IS THE FINANCIAL
RETURN OF YOUR PMO, CONSIDERING THE
REALITY OF YOUR COMPANY
BENCHMARKING:
The PMO's financial return (ROI) is a fundamental measure that
must be calculated considering the different PMO configurations as
well as the different organizational scenarios that generate losses on
which the PMO will act.
REFLECTIONS:
What is the financial return of the PMO? Is the PMO cost structure
appropriate? Is the PMO really meeting the needs of the
organization as a whole?
WHAT TO DO IN PMO VALUE RING:
• Identify the potential financial benefit of the PMO.
• Adapt the calculation to the specific problems of the organization.
• Evaluate the alternatives to maximize the financial return of the
PMO.
EXPECTED RESULTS:
Indicator of financial return of the PMO. Detail of information for
decision making.
STEP 7
CHECKING THE CONTRIBUTION AND FEASIBILITY
19. www.pmovaluering.com
DEFINE HOW YOUR PMO'S VALUE
GENERATION WILL BE MONITORED, WITH A
CONTROL PANEL AND STRATEGIC
INDICATORS
BENCHMARKING:
The PMO should establish strategic performance indicators that
allow the generated value to be monitored and evaluated at a
required frequency. A control panel for PMOs should consider all
the strategic aspects necessary for its success.
REFLECTIONS:
Which performance indicators can demonstrate whether the PMO is
fulfilling its strategic role, generating value for the organization?
How to monitor such indicators, and how to keep the PMO in line
with expectations and needs?
WHAT TO DO IN PMO VALUE RING:
• Establish performance indicators for the strategic control panel.
• Set goals and objectives.
• Report the results and follow the indicators.
• Take corrective actions to ensure the value of the PMO.
EXPECTED RESULTS:
Control panel with strategic performance indicators for the PMO.
Monitoring the performance of the PMO. Generation of effective
value for the organization and its stakeholders.
STEP 8
MONITORING AND DEMONSTRATING VALUE GENERATION
23. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
A new mindset about PMOs has emerged: The “Stakeholders-
Driven PMO” concept.
The only thing that really matters is to be recognized by the
stakeholders.
Meeting stakeholders’ expectations depends on how they
perceive the PMO in terms of value.
The PMO VALUE RING methodology supports the identification
of PMO stakeholders and the definition of their relevance for the
PMO.
24. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“The first step is to choose
the ideal type of PMO for
your organisation.”
MYTH OR FACT #2
25. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
The choice of a "type" is absolutely unnecessary. Flexibility is
the key to generating value.
Your PMO may be all types at the same time. Or maybe none
of them.
What really matters is that the PMO must perform functions
that meet stakeholders’ expectations.
The PMO VALUE RING methodology supports the
identification of the best aligned functions for a PMO, based
on stakeholders’ expectations.
32. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“Sometimes providing project
management methodology
and tools are not the most
important functions for a
PMO.”
MYTH OR FACT #3
33. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
How the PMO will generate value over time is important to
maintain the support of its stakeholders.
The functions of the PMO must generate value perception in
the short and long term.
When selecting the functions of your PMO, don’t forget to
keep it balanced.
The PMO VALUE RING methodology supports the selection
of a well-balanced mix of functions for the PMO, based on the
potential to generate perceived value over time for each of
them.
38. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“Projects’ success may not
be always the best proof of
the PMO’s success.”
MYTH OR FACT #4
39. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
It is impossible to demonstrate value without measuring
performance.
Each PMO function should be measured differently.
The selected set of KPIs should be used to monitor PMO
performance.
The PMO VALUE RING methodology provides detailed
recommendations for establishing PMO processes and a
comprehensive list of performance indicators for each PMO function.
41. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“The competencies of a
PMO professional are the
same found in a project
manager.”
MYTH OR FACT #5
42. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
The greater the adherence to the required competencies, the
greater is the value generated.
The most appropriate professionals should be selected and
allocated for each function, considering the relevance of each
competence.
The PMO VALUE RING methodology supports a 360o Feedback
Assessment for PMO team members, and identifies the best
way to allocate them to each PMO function.
48. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“The PMO should evolve its
maturity from the
operational to the strategic
level.”
MYTH OR FACT #6
49. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
The mature PMO performs its functions in a high level of
sophistication. No matter if these functions are strategic or
operational.
The greater the function maturity, the greater is the value
generated.
The PMO VALUE RING methodology provides a model for
assessing PMO maturity, and recommendations for action plans
to improve PMO maturity.
54. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
The basic assumption is that PMOs exist to mitigate cost
overrun of the organisation's portfolio, caused by various
reasons.
PMO’s functions will determine its potential to mitigate
portfolio cost overrun.
For some organisations, a PMO does not make sense.
The PMO VALUE RING methodology provides a full model
to calculate a PMO’s ROI, considering the performed
functions, and the specific reasons for the organisation’s
losses.
57. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
“Monitoring the strategic portfolio
and monitoring the PMO
strategically are different
activities.”
MYTH OR FACT #8
58. www.pmovaluering.com
WHAT THE COMMUNITY EXPERIENCE HAS SHOWN US
“Value” for a PMO is much more than just a financial
measure.
Many factors will influence the strategic performance of a
PMO and, consequently, its ability to generate value and be
recognized.
The PMO strategic map will be the ultimate reference to the
value generation for its stakeholders and the organisation.
The PMO VALUE RING methodology provides a BSC-
oriented dashboard to monitor the PMO strategic
performance.
61. www.pmovaluering.com
AMERICO PINTO
PMO GLOBAL ALLIANCE, CHAIRMAN
PMO TOOLS TECHNOLOGIES, RESEARCH DIRECTOR
WHAT YOU MUST NEVER FORGET IF YOU WANT TO SUCCEED
Never follow pre-established PMO types. They are the shortest
path to failure.
The secret of success is to be sufficiently flexible to meet the
expectations of your stakeholders.
Everything in PMOs will depend on the functions that are being
performed.
There is no right and wrong in PMOs. There is only what your
PMO must do to have its value perceived.
Reevaluate and reinvent your PMO whenever necessary.
62. www.pmovaluering.com
certified consultants
PMO-CC (PMO VALUE RING Certified Consultant)
focus on the quality of delivery
associated professionals
PMO-AP (PMO VALUE RING Associated Professional)
focus on creating mindset awareness
certified trainers
PMO-CT (PMO VALUE RING Certified Trainers)
focus on ensuring proper education
US$ 300
exam + experience + one real case study
limited quantity by sales territory
Independent consultants can apply where there is no LSP
one new real case every 12 months for renewing
1 license for free each six months
US$ 200
exam + one conceptual or real case study
limited quantity by sales territory
indicated by GSP/RSPs/LSPs
independent trainers can apply where there is no LSP
valid for 3 years. new exam required for renewing
US$ 150
Exam
Every professional can apply
valid for life
PMO VALUE RING CERTIFICATION PROGRAM
63. www.pmovaluering.com
THANK YOU
TRY THE METHODOLOGY WWW.PMOVALUERING.COM
JOIN OUR COMMUNITY WWW.PMOGA.COM
KEEP IN CONTACT AMERICOPINTO@PMOGA.COM
www.pmovaluering.com
64. This presentation was delivered
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