Triglav Group won Best PMO in Europe 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
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Value stream management is essential for dev ops v4DevOps.com
Join us for a live webinar on December 13th to learn why you can’t have effective DevOps without Value Stream Management.
While DevOps provides capabilities that improve a business value stream through the implementation of culture, toolchains, orchestration and automation, DevOps alone without Value Stream Management is not sufficient to realize business benefits.
Don’t spend the time and money on DevOps alone and NOT get to reap the rewards for the business!
Attend this webinar to hear Marc Hornbeek of Trace3, and Jeff Keyes of Plutora discuss how you can leverage all of the data from your DevOps tools chains to provide real-time analytics, and codify policies that must be orchestrated to realize benefits of a business value stream.
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
Agile practices continue to improve as organizations move forward with adoption and adaption. However, as they move forward, they often run into daunting challenges—coordinating projects with highly complex requirements and interdependencies; navigating highly political environments; and finding ways to fund, report, and integrate agile project work into existing organizational processes. Jamie Mades has found that the Lean Agile Portfolio bridges these gaps, applying lean product development flow principles to identify high-value initiatives and speed completion of work. It reduces risk and uncertainty using agile development practices to realize those initiatives. Jamie discusses how to break down silos across all areas, reduce the divide between agile practices and senior executive requirements, and improve collaboration. Using a $500M portfolio at a Fortune 100 company as an example, he reviews how they seamlessly integrated agile planning into the annual funding cycle and coordinated highly complex work across the organization. Join Jamie to learn where you need to drive changes and where you can adapt agile practices to meet organizational needs.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Value stream management is essential for dev ops v4DevOps.com
Join us for a live webinar on December 13th to learn why you can’t have effective DevOps without Value Stream Management.
While DevOps provides capabilities that improve a business value stream through the implementation of culture, toolchains, orchestration and automation, DevOps alone without Value Stream Management is not sufficient to realize business benefits.
Don’t spend the time and money on DevOps alone and NOT get to reap the rewards for the business!
Attend this webinar to hear Marc Hornbeek of Trace3, and Jeff Keyes of Plutora discuss how you can leverage all of the data from your DevOps tools chains to provide real-time analytics, and codify policies that must be orchestrated to realize benefits of a business value stream.
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
Agile practices continue to improve as organizations move forward with adoption and adaption. However, as they move forward, they often run into daunting challenges—coordinating projects with highly complex requirements and interdependencies; navigating highly political environments; and finding ways to fund, report, and integrate agile project work into existing organizational processes. Jamie Mades has found that the Lean Agile Portfolio bridges these gaps, applying lean product development flow principles to identify high-value initiatives and speed completion of work. It reduces risk and uncertainty using agile development practices to realize those initiatives. Jamie discusses how to break down silos across all areas, reduce the divide between agile practices and senior executive requirements, and improve collaboration. Using a $500M portfolio at a Fortune 100 company as an example, he reviews how they seamlessly integrated agile planning into the annual funding cycle and coordinated highly complex work across the organization. Join Jamie to learn where you need to drive changes and where you can adapt agile practices to meet organizational needs.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Team Topologies - how and why to design your teams - AllDayDevOps 2017Matthew Skelton
From the AllDayDevOps 2017 live stream https://www.youtube.com/watch?v=XqowSG2Jxqc
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
Takeaways:
- The implications of Conway’s Law for software teams
- Cognitive Load for teams
- Effective team topologies
- Team evolution
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...GlobalSkillup
Free Online Classroom Study Training Material from GlobalSkillup for PMI ACP(AGILE CERTIFIED PRACTITIONER) Certification by Project Management Institute. This study material also emphasizes on SCRUM, TDD, Lean, Kanban and other Agile Methodologies. Feel free to use slides in your commercial sessions, we would appreciate acknowledgements to GlobalSkillup.com though not mandatory.
Partnering with Workday on Your Skills Transformation JourneyWorkday, Inc.
How well do you understand the skills of your workforce? With new technologies, reimagined roles, redefined work, and widening skills gaps, it’s critical you can assess current experience as well as develop necessary skills.
View this slide deck to discover how to:
Use skills analytics, insight, and discovery to understand your workforce
Establish a skills platform and design a workforce skills strategy
Create a skills experience for your people and your organization
This schema represents a general view of the demand management framework. Developed using lean, kanban, project management and software engineering concepts, this framework covers from the business to IT.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Team Topologies - how and why to design your teams - AllDayDevOps 2017Matthew Skelton
From the AllDayDevOps 2017 live stream https://www.youtube.com/watch?v=XqowSG2Jxqc
For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams.
Takeaways:
- The implications of Conway’s Law for software teams
- Cognitive Load for teams
- Effective team topologies
- Team evolution
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Your Digital Finance Transformation JourneyWorkday, Inc.
When it comes to navigating digital transformation within finance, no two organizations or industries are alike.
View this slide deck to learn how Workday and Deloitte are partnering to provide customers across industries with a perfect path forward, and can help you set a clear strategy for your journey.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Free Online Agile & SCRUM Study Training Material for PMI ACP Certification P...GlobalSkillup
Free Online Classroom Study Training Material from GlobalSkillup for PMI ACP(AGILE CERTIFIED PRACTITIONER) Certification by Project Management Institute. This study material also emphasizes on SCRUM, TDD, Lean, Kanban and other Agile Methodologies. Feel free to use slides in your commercial sessions, we would appreciate acknowledgements to GlobalSkillup.com though not mandatory.
Partnering with Workday on Your Skills Transformation JourneyWorkday, Inc.
How well do you understand the skills of your workforce? With new technologies, reimagined roles, redefined work, and widening skills gaps, it’s critical you can assess current experience as well as develop necessary skills.
View this slide deck to discover how to:
Use skills analytics, insight, and discovery to understand your workforce
Establish a skills platform and design a workforce skills strategy
Create a skills experience for your people and your organization
This schema represents a general view of the demand management framework. Developed using lean, kanban, project management and software engineering concepts, this framework covers from the business to IT.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
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.
Project Management Professional (PMP) Prep CourseNehaVaidya31
Project Management Professional (PMP) Prep Course
PMI's Talent Gap report predicts a yearly average of around 200,000 job openings to fill project management positions by 2030. This is the best opportunity for proficient Project Management Professionals!
As per PMI statistics, a certified PMP professional gets an instant 20% increase in salary.
To get the right leadership training and skills required to fit in, MIT Skills in collaboration with PMI brings you Project Management Professional (PMP) Prep Course curated by a team of Industry Experts with 20 years of Training Experience.
A specialized team of professional experts will be available to guide you through your respective industries and subjects. They will work with you to enhance your understanding of the content and equip you with practical skills and knowledge that are essential for success in your career.
The online course provides an in-depth understanding of various aspects of Project Management along with detailed, strategic, and hands-on training on leading a team, managing conflicts, supporting team performance, and more.
The Institute of Cancer Research - Our PMO Journey - FuturePMO 2018Wellingtone
Presented by Michelle Durkin, Head of Programme Management Office, The Institute of Cancer Research
Presentation Synopsis: Michelle shares with you her journey so far in establishing a PMO, the challenges faced and where she found support along the way in designing and implementing the new function.
Michelle attended the first UK PMO Practitioner course ran by Wellingtone which provided her with tools to design an approach in how to deliver a new PMO. The approach was validated at Project Management Day Of Service and the PMO is now well on its way to meeting the requirements originally identified.
هذه المحاضرة تتناول الاتجاهات الحديثة في إدارة المشاريع حيث تحدثت فيها عن:
• مقدمة بسيطة عن التحول الرقمي
• الوضع الحالي لإدارة المشاريع بتقييم من ال
PMI
• أهم ثلاثة عوامل في نجاح المشاريع مستقبلا
• طرق العمل الجديدة لإدارة المشاريع
• دور مكتب إدارة المشاريع مستقبلا
• التعامل مع التحول الرقمي
• المهارات المطلوبة لمدراء المشاريع للتعامل مع التحول الرقمي
• حديث عن ال
Gig Economy
لحضور المحاضرة يمكنك الدخول على رابط الفيديو
https://youtu.be/rMD6sXSMLLA
From project to portfolio management - how to successfully bridge the gap webinar
Wednesday 22 January 2020
presented by:
Gillian Austin-King
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/from-project-to-portfolio-management-how-to-successfully-bridge-the-gap-webinar/
The PMO Value - Emma-Ruth Arnaz-Pemberton | Project Challenge March 2018Wellingtone
Wellingtone recently launched their brand new PMO Practitioner training course and are delighted that this has successfully been Accredited by the APM, the first of its type in the UK. Co-author of this course, Emma-Ruth Arnaz Pemberton, will present an important topic from the course; “The PMO Value”.
Emma is one of the UK leaders in the PMO, she gives practical insight into how you can ensure your PMO adds value to your organisation.
By popular demand we present the 'ready for Change' Roadshow slides covering the PRINCE2 2017 Update, Change Management and 'A Cocktail of PM Approaches' how it all fits together
Dinesh Kumar: Experienced Medical Device Project Manager ResumeDinesh Kumar
This presentation encapsulates the professional portfolio of Dinesh Kumar, a dedicated and results-driven Project Manager with extensive experience in the medical device sector. Specializing in leading projects from ideation to execution, I have a proven track record in enhancing product development processes, optimizing project workflows, and ensuring compliance with industry standards. My expertise includes cross-functional team leadership, strategic planning, and stakeholder management, underpinned by a strong commitment to advancing healthcare innovation. Here, you'll find a detailed overview of my project management methodologies, leadership philosophy, and the key achievements that have marked my career in medical device development. This resume is a testament to my ongoing journey in contributing to healthcare advancements through rigorous project management and innovative thinking https://www.linkedin.com/in/dineshkumar-medical-project-manager/
Assurance of Agile Delivery - Wellingtone | FuturePMOWellingtone
In today’s fast-paced and ever-changing business landscape, organisations are increasingly turning to Agile methodologies to enhance their project delivery capabilities. Agile offers flexibility, adaptability, and customer-centricity, but ensuring the successful delivery of Agile projects requires a unique set of strategies and practices.
This session will uncover what is unique about assurance of Agile Delivery, and come find out why to assure, what to assure, when and how. Trust us, Agile delivery needs assurance, too!
This was presented by Marisa Silva, Senior Consultant from
Wellingtone at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023Wellingtone
This session explores the criticality of the effective Sponsor for project and business success and highlights the skills, characteristics and knowledge a Sponsor needs to be effective.
This was presented by Karin Maule, Senior Training Consultant from
Wellingtone at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
The Evolution of Benefits Management - Admiral Group | FuturePMO 2023Wellingtone
We will explore why research shows 70% of businesses fail to realise the benefit forecasts aligned to their change portfolios, identify the common challenges businesses face when developing a value-focused culture and solutions to address them and, finally, what the future of benefits management could look like. At the end of this keynote, you will have a broader understanding of the root causes that hinder your realisation capability. You will be better equipped with practical solutions to increase value delivery and receive insight into what’s coming next.
This was presented by Joel Bellshaw, Senior Portfolio Analyst from Admiral Group at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023Wellingtone
Lessons learned in building PMOs over the past 20 years in different industries, including health care, financial services, insurance, software, etc. To be successful, you have to build PMOs that can reinvent themselves as businesses change so fast along with the environment in which they operate. We need to look at the People, Process, and Technology lessons learned and how continuous change made the PMOs relevant and valuable to the organization. This will mean they stay relevant in the changing digital environment and need faster delivery and change
The talk will call on examples of how to develop people in the PMO and how skills have changed over time, along with the process development in delivering projects using different methodologies and how to have tools to support all of this.
This was presented by Chris Cashell, Global Head of Change from Apex Group at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
The Humans and PMO - Wellingtone | FuturePMO 2023Wellingtone
Exploration is the name of the game, with this engaging presentation opening the door to the human side that PMOs often forget to focus on—introducing concepts from other industries that are part and parcel of the Wellingtone PMO Academy, such as Customer Experience Management to get you back to your PMO inspired with a new mindset, and unique vision, and an updated journey to take you farther into the PMO galaxy.
This was presented by Emma-Ruth Arnaz-Pemberton, Director of Consulting Services from Wellingtone at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023Wellingtone
During this engaging presentation, James takes delegates through the journey for the Encirc PMO. Covering the challenges of implementing in a traditionally non-project environment, where artisan skills mean much more than governance and how they are looking to convert non-believers to believers.
This was presented by James Parker, Head of Continuous Improvements & PMO from Encirc at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023Wellingtone
As our industry changes, so must our ways of working. This presentation will introduce you to the new PRINCE2TM 7 and explain how the changes apply to you, your delivery teams, and your PMO to prepare you for the future of project management.
This was presented by John Edmonds, Senior PPM Architect from PeopleCert at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
Continuous Learning From Space - Magnox | FuturePMO 2023Wellingtone
During this engaging presentation, Louise outlined the journey of the IT PMO at Magnox, exploring the opportunities and challenges of embedding PMO and PPM practices into a developing Digital and IT Function, she highlighted the need to have visible mission control and standards whilst still aligning with company standards, whilst building and maintaining senior executive sponsorship and project team engagement.
This was presented by Louise Allcock, PMO Leader from Magnox at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...Wellingtone
Doctors Without Borders (Médecins Sans Frontières - MSF) provides medical assistance to people worldwide affected by conflict, epidemics, disasters, or exclusion from healthcare. Working with tight financial constraints in emergency and crisis contexts and areas lacking basic infrastructure and accessibility, our teams constantly deal with complex and extreme environments. MSF’s Amsterdam office has a dedicated PMO with a stable core team of experienced PMs. Managing projects in unusual contexts, the PMs draw upon shared best practices and their own flexibility - finding what works in which context and effectively becoming the architects of their own methodology. Building up this community of committed and passionate PMs to drive organisational change is the new frontier for MSF PMO.
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FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
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FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...Wellingtone
In late 2019, Durham University’s central PMO was established to help support the delivery of an ambitious new strategy.
This session shared insights and lessons learned from Durham’s PMO journey, including why and how the PMO was introduced and the challenges that have been navigated.
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FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
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LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
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Best PMO in Europe 2019 - Triglav Group | FuturePMO 2019
1.
2.
3. 3
PMO Team
Andrej Knap
Vice President for IT, Back Office
and Projects, PMP
M. Sc. in Economics
Damir Kos
Project Director, PMP, CFE
MBA, FELU – Faculty of Economics,
University of Ljubljana,
B. Sc. in Economics
Zoran Korenjak
Project Director, PMP, NLP Master
BHS Practitioner - BBSHE
B. Sc. In Economics
Darja Resnik
Project Manager
Informatics Engineer
Tine Vižintin
Project Director, PMP
B. Sc. in Electrical Engineering
Jaka Borštnar
Director of Project Portfolio and Change
Management Department, PMP
MBA, IEDC Bled School of
Management,
M. Sc. in Computer and Information
Science,
M. Sc. in Economics
Mateja Koželj
Project Manager
B. Sc. in Economics
4. 4
The story of Triglav
The journey
• Personal experience of our journey
• Project Implementation cookbook
• The art of Project Portfolio Governance
Takeaways
Our presentation covers
8. 8
Triglav Group is an insurance company with over
118 years of tradition and experience
Business / strategic activities
founded
1900
companie
s39
revenue
€ 1 B
net
profit
€ 85
M
market
share
20 %
rating
A
employees
5000+
9. 9
PMO as an engine for strategy implementation
To be world-class in project
and change management
vision
mission
Delivering high value and
satisfaction to the stakeholders
key activities
• Portfolio, project and
change management
• Strategy implementation
• Representative in PM
culture - education,
coaching, mentoring
• Idea and innovation
management
• Methodology development
positioni
ngDirectly under the
management board
establish
ed
2008
size
7
budget
10 M
project
value
300.000
certified
pm5
education
225
10. 10
PMO evolution leverages an increase in business results
2008 2013 2014 2015 2016 2017 2018
Administrative
role
Triglav on
the edge
PMO as a
strategic partner
Reshaping
of the PMO
Change and risk
management
Idea and innovation
integration
BUSINESSVALUECREATION
Methodology
upgrade
11. 11
The story of Triglav
The journey
• Personal experience of our journey
•
•
Takeaways
Our presentation covers
12. 12
Reshaping of the PMO was needed and selection of the
right people was crucial
• Identifying skilled, experienced and motivated employees as potential project
managers and project team members
• Implementation of standards based on the PMBOK® Guide
• Implementation of a business case selection methodology
• Supervision of projects not managed by PMO members
• Tracking the business value realization
13. 13
Successful completion of demanding projects was
crucial to achieve the strategic objectives
Projects completed by PMO members Outcomes
IT-BUILD-NON-LIFEinformation
system(theredesignofthecoresystem)
(NON-LIFEinsuranceaccountsfor70%ofincome)
Management, processes, organization,
and technology
Client satisfaction
Employees and culture
Datawarehouse
system
Internal
portal
HRMS
Clientrelationship
management
o Integrated client monitoring
o Addressing clients in a more personalized
manner
o Uniform and comprehensive risk-taking
o Unification and automation of processes
o Paperless business
o Predictive models
o Career tracking and employee development
o Improved corporate communication
o Transformation of the organizational culture
14. 14
Positive measurable impact on the business
Decline is a result of e-
documents, renewal of insurance
policies, automation of processes,
and the internet as a sales
channel. In year 2018, operating
costs rise because of
higher collected premium.
The gross written premium
increase of 13% over the last
three years resulting from
process automation and better
client handling.
Improvement of the loss ratio
by 12% during the last
three years despite all-natural
disasters, such as floods, hail,
and storms. Last year's results
are also the consequence of
the extension of current
business.
13% 12% 15%
15. 15
Business is being transformed into more digital
An increase of almost 180% in online sales due to
the presence of online insurance products and the
automation of underwriting processes.
An increase of 20 %
in paperless business
with clients.
Digitalization has an
impact on a number
of employees.
However, despite
new acquisitions our
productivity is
growing.
19%5%forfollowing
digital
transform ation
30 KPIs
16. 16
Innovations have become a part of Triglav‘s
transformation
By using the mobile
application Triglav
„Drive“, you are
entitled to an
additional discount if
you drive safely.
Collaboration with
start-ups in order to
improve business
operations.
Clients can test
their driving abilities
on the Triglav drive
simulator.
Triglav is organizing
hackathons in order
to get new
innovative ideas.
17. 17
The PMO is the heart in project portfolio management
Strategic and PMO objectives are aligned
18. 18
The PMO objectives are supporting Triglav‘s mission
through the strategic guidelines
• Center of excellence for
project and change
management
• Ongoing continues the
improvement process
• A strategic partner with
focus on delivering business
value
• The idea accelerator from
idea to business
cases/innovation
PMOOBJECTIVES
Long-term stable and profitable
operations and greater value of
Triglav Group
STRATEGIC
GUIDELINES
• Ensuring the innovation
process with emphasis on
the result measurement
• The driver of the idea
collection process
• Co-creation of project and
change management career
path for potential PM
• An enabler of culture shift to
digital-customer oriented
Developing even more
cooperative and agile
organization and culture
Client focus and development of
related services
19. 19
The PMO as a center of excellence represents the central
professional service for project and change management
Managing project portfolios, managing projects, and change managementEXECUTIVE
Supervising the implementation of projects and changesCONTROLLING
Financial evaluation of projects, evaluation of projects in all their phases in terms
of business, and risk criteria
ANALYTICAL
Providing knowledge from project and change management, sharing knowledge
inside and outside of the organization, education, mentoring, and leadership
PROFESSIONAL
Standardization of project and change management procedures, documents
and the introduction of good practices
METHODOLOGICAL
Support for project managers who are not from the PMO with templates, tools,
and techniques
ADMINISTRATIVE
20. 20
The pool of ideas and the selection of the right business
cases create value for Triglav
• The idea ecosystem is
established to get the
pool of ideas (Design
Thinking, 4 disciplines of
Execution)
• The perspectives ideas
from the business and
innovation perspective
is accelerated to the
state of business case
• The capex is allocated
to the most promising
business cases and
innovations
21. 21
The PMO as an enabler of the cultural shift
• Sharing the growth mindset with the emphasis on giving employees the meaning for
change
• Transformation of leadership practices through our knowledge, mindset, commitment, and
decisions based on facts
• Incorporating knowledge about project and change management in order to improve overall
company performance (Project Management Academy, mentoring, coaching)
• Focus on organizational readiness for change with influencing stakeholders
22. 22
The PMO is strategic partner with the focus on
delivering the business value
• The PMO is a member of Triglav‘s strategic group, president of project selection
committee, member of Project portfolio committee, and member of the CEO
committee
• PMO prioritization of the projects and resources is aligned with strategic plan. It is
harmonized between the executive leaders
• Translating strategic goals through effective project execution into day-to-day
operations and monitoring the benefits
• Collaborating with executives (C-suits) in the phase of collecting business cases to
help and prevent overlapping
• The added value of the PMO is to exceed the limits of the silos and focus it on
strategic goal realization
23. 23
The story of Triglav
The journey
•
• Project Implementation cookbook
•
Takeaways
Our presentation covers
24. 24
Standardized project life-cycle and organization as
the base for tracking business benefits
Standardized project life-cycle
for all projects based on
PMBOK@ Guide.
• Early stakeholder engagement for long-term support
• The sponsor is always a member of the board
Various combinations of waterfall,
iterative and agile methodologies are
supported, e.g. Scrum and Kanban.
BEST PRACTICES:
1 2 3 4
PMO members are mentors on all
projects to support the project manager.
• Selecting and negotiating with vendors to optimize resource planning
• Combination of methodologies based on project nature and scope
1
• Constantly tracking end-customer feedback and deciding based on facts
• Leadership methods and team harmonization
2
3
Focus on transition from project
work to operations with the aim to
achieve the sustainability of project
deliverables
4
5
5 Tracking business benefits one
and five years after the completion
€€
25. 25
Program and project portfolio management for
achieving common benefits
Standardized
methodology for
achieving common
benefit with a set of
projects.
1 2 3
4
BEST PRACTICES:
1
• Each project manager is responsible for contribution of the project
• Harmonizing of projects execution (resources allocations, setting priorities)
2
3
Holistic Change Management approach4
A single business case for project or program
Maximizing benefits to achieve organizational strategies, objectives, and customer satisfaction
28. 28
The story of Triglav
The journey
•
•
• The art of Project Portfolio Governance
Takeaways
Our presentation covers
29. 29
Fully digitalized end-to-end project portfolio
management process
The implementation of a new project management tool brought many improvements:
• Resource management made easier and more transparent for optimal resource allocation
• All steps in the project/program management life-cycle are fully supported by the PM tool
including all document generation (ex. Project management plan)
• Valuable aid for capital expenditures planning
• Saving time for project managers with automatic document generation
idea
management
project
management
resource
management
requiremen
ts
planning
financial
management
portfolio
management
cost &
time
management
dashboard,
reporting
document
generation
30. 30
Project risk management is a part of the comprehensive
system of Triglav Group's risk management
Contingency
reserve
Project portfolio management system
Triglav Group's risk management system
Lessons
learned
Monitoring of
risks
Top three risks:
• Delay due to lack of resources
• Slow decision making
• Inadequately implemented idea,
rejection by users
Projects
Risk
evaluation
Project management risk
report is a part of
the general yearly report of
the chief risk officer
Managerial
reserve
31. 31
Measurable and unmeasurable results of our journey
Tracking project KPI success
factors: on time, on budget,
meeting original goals,
satisfaction of stakeholders
Tracking key business factors
(premium, loss ratio,
employment, productivity, NPS)
Project selection with defined
financial KPI's (NPV, ROI, IRR,
PP - company's ROE is key)
Tracking digitalization and
optimization of processes
Project selection with future
company's benefits
Grow mindset culture – ambassadors
of changing organization's culture
through leadership and academy
Selection of innovations –
allocated budget
Through lessons learned and post-
mortem analysis defining future actions
MEASURABLEBENEFITSUNMEASURABLE
BENEFITS
Risk and change management improvement
32. 32
• Benefit realization framework ensures us to
monitor and govern benefit across the
project life cycle
• Results from innovation projects are also
measured
• Post mortem analysis and lessons learned
are the base of the project and change
management continuous improvement
• Focus on transition from project work to
operations with the aim to achieve the
sustainability of project deliverables
Tracking the business benefits after the project
completion based on metrics system
EBITDA
Business case outcome
CUSTOMER
SATISFACTION
Business case outcome
Revenue
OPEX
NPS
Benefit realization is measured one
and five years after project
completion
33. 33
CAPEX is defined for strategic period with rolling
planning
• Capital expenditures plan is approved for
strategic period and is updated yearly in
the beginning of each year based on
strategy initiative, new business cases,
products and new innovations.
• Reserve is defined for unexpected risks,
business cases, and innovations.
• Operation cost plan is approved at the
beginning of the year according to the
needs. The costs are divided in salaries
(consists of the fixed and variable part - it
is based on achieved objectives).
34. 34
Triglav Group efficiency in the execution of
projects is continuously improving
Pulse of the Profession 2018: Success in Disruptive Times, 10th Global Project Management Survey, Link: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-
the-profession-2018.pdf
• Past improvement actions:
• Vendor selection before
confirming project management
plan
• Precise risk identification
• New resource management
• Defining less goals which
are clearly defined
• Future improvement actions:
• Shorter projects, 6 to 12 months
• Defining measurable and
concrete goals
35. 35
Evolution of the PMO through continuous process
improvement
• Inputs analysis,
grouping, and selection
• Defining initiative for a
change
• Selecting initiatives
based on benefit
estimation
Project, change, and risk management
methodology
Lessons learned and post-mortem
analysis
Employee initiatives
Triglav's strategy and objectives
Business and technological
trends
Stakeholder satisfaction
survey
Committee efficiency assessment
Assessment of initiatives
implemented last year
Updating project and change
management methodology
Project portfolio Committee
improvements
Project selection committee
improvements
Updated Project
Management Academy
Implementation of relevant
international best practices
Changes in organization and
processes
Development of professionalism and
expertise through experiences and new
business and technology trends
INPUTS
IMPROVEMENTS
36. 36
The story of Triglav
The journey
• Personal experience of our journey
• Project Implementation cookbook
• The art of Project Portfolio Governance
Takeaways
Our presentation covers
37. 37
Switch of the PMO role in the future
Assessment of stakeholder
satisfaction and improvement of
PMO services
Establishing the idea of the
ecosystem to invoke ideas of
employees, vendors, and clients
Managing transformational
projects of the company (culture
shift, digitalization)
Representing a role model for
leadership, cooperation ,and
execution
Implementing leadership
methods with intention to
improve employee and business
performance
Transformation of innovations
into quality services with
business outcomes
Sharing knowledge, experience,
and best practices through
mentoring and the Project
Management Academy
Annual revision of corporate
methodology, policy, and project
templates
Development of professionalism
and expertise through
experiences and new business
and technology trends
CONTINUOUS
IMPROVEMENT
CENTER OF
EXCELENCE
BUSSINES VALUE
MAXIMIZATION
38. 38
PMO‘s contribution and influence through the eyes
of the company
The reflection in the company confirms our
view and a valuable contribution.
39. 39
PMO's actions and influence outside company
Vendors satisfaction also counts
Sharing knowledge with the external society:
Speakers at national and international conferences
Workshops and sharing knowledge on the events outside the company
40. 40
Our recipe for a successful PMO
Positioning the PMO on the executive level responsible directly to board members is a
precondition for an independent professional service
Structured corporate project management methodology based on recognized standards can
be used in a flexible and dynamic way
Trusting and effective working relationships are built with addressing challenges,
sharing experiences, and acknowledging achievements in the daily communication
Stakeholder involvement throughout the whole project life-cycle is necessary for
successful project execution
PMO can build trust and gain relevance with representing the value of project management
based on the exact data, outcomes, and the impact on business
A standardized business case selection methodology is the key to maximize the bussies value
Business outcomes-oriented planning and executing with constant results tracking