The document discusses building a program management office (PMO) to deliver benefits. It emphasizes that PMOs are more likely to be sustained when they focus on creating value through benefits management. Examples are provided for how to establish a PMO as an iterative program, identify stakeholders and requirements, define expected benefits, develop an architecture and roadmap, and implement enablers to achieve benefits.
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
Discover the right tools for your Project Management Office (PMO)Hussain Bandukwala
No matter what the domain, having the right tools at our disposal can make a significant difference.
In relevance to the PMO, it dictates the shift in our focus from management to administration.
Project/Program Managers often find themselves scrambling around to collect pertinent and accurate information to update their statuses, while Resource Managers may have to connect with several people to determine if they efficiently staffed their resources and have sufficient bench to staff upcoming initiatives.
These are some of the reasons to compel PMOs to surround themselves with the right tools. But what are the right tools? How did we end up with the not-so-right-tools? Why are the right tools so important?
Learn all this (and more) in "Discover the right tools for your Project Management Office (PMO)"
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
Discover the right tools for your Project Management Office (PMO)Hussain Bandukwala
No matter what the domain, having the right tools at our disposal can make a significant difference.
In relevance to the PMO, it dictates the shift in our focus from management to administration.
Project/Program Managers often find themselves scrambling around to collect pertinent and accurate information to update their statuses, while Resource Managers may have to connect with several people to determine if they efficiently staffed their resources and have sufficient bench to staff upcoming initiatives.
These are some of the reasons to compel PMOs to surround themselves with the right tools. But what are the right tools? How did we end up with the not-so-right-tools? Why are the right tools so important?
Learn all this (and more) in "Discover the right tools for your Project Management Office (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.
Best PMO in Europe 2019 - Triglav Group | FuturePMO 2019Wellingtone
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
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.
The presentation illustrates the pain points of project organizations that persist for more than a decade and motivate them to adopt Kanban. It briefly explains the Kanban method and provides examples from non-IT companies which use it for managing their projects and portfolio.
The presentation introduces the Complete Guide for Project, Program and Portfolio Management with Kanban. Using a real-world company case study it also explains the steps to take and key factors for successful leveling-up of the agility of a project organization.
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, 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.
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.
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.
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
Our presentation from the SMS Management & Technology Next Generation PMO seminar, held in Victoria and presented by Michael Aizacowitz and Eric Van Zeyl
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Gilt Senior Director, Program Management Office Heather Fleming and Director of Program Management Justin Riservato discuss Agile, Gilt's PMO challenges and more in this informative presentation.
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.
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.
Best PMO in Europe 2019 - Triglav Group | FuturePMO 2019Wellingtone
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
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.
The presentation illustrates the pain points of project organizations that persist for more than a decade and motivate them to adopt Kanban. It briefly explains the Kanban method and provides examples from non-IT companies which use it for managing their projects and portfolio.
The presentation introduces the Complete Guide for Project, Program and Portfolio Management with Kanban. Using a real-world company case study it also explains the steps to take and key factors for successful leveling-up of the agility of a project organization.
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, 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.
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.
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.
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
Our presentation from the SMS Management & Technology Next Generation PMO seminar, held in Victoria and presented by Michael Aizacowitz and Eric Van Zeyl
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Gilt Senior Director, Program Management Office Heather Fleming and Director of Program Management Justin Riservato discuss Agile, Gilt's PMO challenges and more in this informative presentation.
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.
Software Project Management by CMMi Level 5mekongsolution
Open-Ones Community (http://open-ones.com) help you to deploy the FMS (FPT Software Project Management Suite in CMMi package which they shared in 2009).
Open-Ones provides services: Deployment, Training and Maintenance this suite.
Project360 is the next version of FMS. It's developed at http://project360.googlecode.com
How to Manage Projects in SharePoint Using Out of the Box FeaturesGregory Zelfond
Learn how you can utilize SharePoint out of the box functionality to manage projects. 3 options are discussed: Office 365 Groups, Document sets and project sites. Also, what's available in terms of PMO-style dashboards and reporting capability.
Building a Project Management Information System with SharePointASPE, Inc.
More and more successful project managers are utilizing SharePoint 2007 to drive their projects and operational initiatives. Out of the box, SharePoint Server offers many features that lends itself to effectively managing projects. Lists and libraries allow you to consolidate and manage project information in a central place, while business intelligence features allow you to report on that information in real-time. By utilizing SharePoint along with other business tools such as the Microsoft Office suite of applications, oraganization can create a customized Project Management Information System (PMIS) to assist with the daily management of enterprise projects.
With this webinar we would like to discuss the many benefits of using SharePoint Server as a Project Management Information system, including:
· Using SharePoint to manage project data
· Consolidating project data using SharePoint libraries
· Reporting on project data using SharePoint’s business intelligence
· Automating project tasks with SharePoint workflows
· Options to extending SharePoint’s project managemenet capabilities
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.
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
SharePoint 5000 Item List view Threshold Checklist and Best PracticesGregory Zelfond
The following slides explain 10 unique ways (techniques) to overcome SharePoint 5000 item list view threshold. They represent best practices when working with large lists and document libraries in SharePoint.
Training Slides of PROJECT MANAGEMENT OFFICE (PMO) SETTING UP AND MANAGEMENT, discussing the importance of Project Management.
Some Key-Points:
- The Project Management Context
- Project Life Cycle
- Work Breakdown Structure
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
10 Reasons to Avoid Folders in SharePoint 2013/2010Bobby Chang
Maximize your SharePoint investment and find out why you need to avoid folders and start leveraging the Enterprise Content Management features in SharePoint 2013 and 2010. (For new perspectives in SharePoint modern document library, check out http://www.slideshare.net/bobbyschang/to-folder-or-not-sharepoint).
This presentation outlines the shortcomings of folders and explore such alternatives as Custom Columns, Views, Key Filters, Managed Metadata, Content Type, and Document Set.
View a recording of the session here: https://www.youtube.com/watch?v=0tDmGhIljmQ
Introduction to SharePoint Information ArchitectureGregory Zelfond
SharePoint Information Architecture is the art and science of organizing and labeling the content (documents, data, sites) to support findability and usability
Don't Suck at SharePoint - Avoid the common mistakesBenjamin Niaulin
Recording: http://bit.ly/SeyVK8
How do you avoid the most common mistakes when using SharePoint, if you've never used it before?
What makes SharePoint so popular is also its worse enemy, it's easy to use. As a platform, it allows you to build whatever you want to help the organization. But for it to be successful, you need to avoid the common mistakes made.
As a consultant, I have unfortunately had a lot of experience seeing or even doing some of the things in SharePoint that lead to utter chaos or disaster. That's why I would like to share them with you this time, show you how to not suck at SharePoint.
In this webinar we'll discuss:
-A brief overview of SharePoint as a platform
-Common scenarios SharePoint is used for
-Things that have miserably failed
-Bad architecture
-Solutions and Best Practices when starting
هذه المحاضرة تتحدث عن إدارة تحقيق المنافع
Benefits Realization Management.
قمت فيها بشرح تعريف إدارة تحقيق المنافع
Benefits Realization Management
ودعمت الشرح بمثال عملي لتسهيل المفهوم.
تطرقت إلى الحاجة التي دعت إلى ظهور هذا المفهوم وكيف أن تطبيق إدارة تحقيق المنافع
Benefits Realization Management
يسهم في تحسين نسب نجاح المشاريع فضلا على المساهمة الفاعلة في تحقيق استراتيجية المؤسسات مدعما بأرقام من بحوث قامات بها ال
PMI.
انتقلت بعدها إلى شرح
Benefits Realization Management Framework
والذي يحدد إطار عمل لإدارة تحقيق المنافع. حيث يدعم هذا الإطار وكيفية يمكن تعريف المنافع ومن ثم العمل على قياسها ومتابعتها وضمان تحققها أثناء تنفيذ المشاريع والبرامج مرورا بالقيام بكل ما يلزم باستدامة المنافع بعد انتهاء المشاريع والبرامج وانتقالها للتشغيل وإدارات المؤسسات الأخرى.
انتقلت بعدها لتعريف دور مكتب إدارة المشاريع المؤسسي
EPMO
في هذا الإطار ودور مدير المشروع اثناء مراحل المشروع المختلفة.
تم شرح الموضوع من جانب عملي بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
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.
A System-Wide Approach to Driving Process ImprovementKaiNexus
In this KaiNexus continuous improvement webinar:
1. Get actionable advice from lessons learned in Kettering Health Network's 5 year process improvement journey
2. See how Kettering's system-wide approach to projects, training, and daily problem solving led to $2.6 million of financial impact last year
3. Learn about KaiNexus, the continuous improvement software platform that spread continuous improvement by enabling change management and accountability within the system
Watch the webinar here: http://info.kainexus.com/continuous-improvement/culture-of-continuous-improvement/a-system-wide-approach-to-driving-process-improvement/webinar/signup
مبادرة
#تواصل_تطوير
المحاضرة رقم 205
م / محمود السعود
استشاري إدارة مكاتب المشروعات
عنوان المحاضرة
إطار عمل مكاتب إدارة المشاريع CB-PMO
PMO&CB-PMO Framework
يوم السبت 04 مارس 2023
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم
https://us02web.zoom.us/meeting/register/tZ0lc-mhqD4rGNCc-m8ikU7mM5jLg0KwdDiw
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
Did you know? Over the years, enterprises have achieved 65% of higher project savings by adhering to Six Sigma methodology.
Leadership is a critical element in the success of both implementing and using Six Sigma Techniques and Tool to support process change and delivering value in conducting Six Sigma Projects. Having the role of Leadership defined and the necessary knowledge of the methods that will set the expectation of change within processes can inspire teams to stay focused and deliver timely results.
Areas covered in the webinar
- The WHO in Leadership supporting Six Sigma
- The WHY as it relates to the Business Goals and Objectives
- The EXPECTATION or VISION for change to deliver value
- The INVOLVEMENT and participation of leadership
- The SUPPORT and resources needed
- The AUTHORITY to make change happen
- The RECOGNITION of all who contributed to delivering the value
- The MOMENTUM to build on success and continuous improvement
For more details click here - https://www.invensislearning.com/webinar/leading-the-way-in-six-sigma
#sixsigma #leansixsigma #sixsigmablackbelt #sixsigmayellowbelt #sixsigmagreenbelt #sixsigmamethodlogy #sixsigmaprocess #sixsigmacourse #sixsigmavideo #sixsigmamanagement #leansixsigmamethod #SixSigmaTraining
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
VUCA is just a perception. SC-square is another one (stable, certain, simple and clear), we live between them.
Wisdom is the goal of every sane human, defined as the capability to master your own life.
Psychologists found 10 capabilities to build wisdom.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. Building
the
PMO
as
a
Program
Thomas
Walenta
March
2016,
Webinar
for
South
Ontario
Chapter
(this
is
the
only
clean
and
black
&
white
slide)
2. Successful Project
creates a
product /
output in
time
&
budget that can
contributeto benefits /
outcomes
Successful Program achieves
benefits /
outcomes that can
create value
What
do
you
want
to
achieve?
Output
>
Outcome
>
Value
Values
are perceived by
beneficiaries of the benefit /
outcome over time
More
time
for
familyA
traffic
system
allows
fluid
transportationA
bridge
to
cross
something
Project Program Operations
3. Program
Management
deals
with
benefits
(another
topic
is:
Project
Management
has
no
clue
=
Method,
Training,
Capability,
Attitude)
Program
Understand
Create
Achieve
Strategy
/
Benefits
GovernanceStakeholders
Program:
A
group
of
related
projects,
subprograms,
and
program
activities
that
are
managed
in
a
coordinated
way
to
obtain
benefits not
available
from
managing
them
individually.
(PMI
Standard
for
Program
Management)
Benefit:
An
outcome of
actions,
behaviors,
products,
or
services
that
provide
utility
to
the
sponsoring
organization
as
well
to
the
program’s
intended
beneficiaries.
(PMI
Standard
for
Program
Management)
An
outcome
providing
value
to
someone
(Th.
Walenta)
4. How
to
get
a
handle
on
benefits?
’Logic
Modelling’
provides
a tool
to
link
resources
to
value
Resources
Value
Outcomes
Long
term
Objectives
Activities
Projects
Enablers
Outputs
Products
Customers
Stakeholder
Outcomes
Benefits
Shortterm
Outcomes
Benefits
Intermediate
plan
create
Project
/
Enabler of
Benefits
Benefit:
seen
as
positive
by
a
stakeholder
Objective
(SMART)
/
Value
5. ’Logic
Modelling’
Examples
Resources
Value
Outcomes
Long
term
Objectives
Activities
Projects
Enablers
Outputs
Products
Customers
Stakeholder
Outcomes
Benefits
Shortterm
Outcomes
Benefits
Intermediate
Training
Skills achieved by
participants Improved
performance
Participants changed
behavior
List
of
attendies
Test
results
Observation,
use
of
skills
Process
throughput
Standardize project
reporting
Benefit:
Project Visibility
Value:
Reduce cost of recovery
%
of
key
projects
reporting
on
time
%
of
revenues
spent
on
recovery
Idea
Categorization sheet
Benefit:
Project Categorization
Increase strategic value
of projects
6. PMO
studies
and
surveys
reveal
similar
results
since
years:
PMO’s
live
longer
when
they
create
value,
but
most
die
young
2016
UK
study
with
686
participants,
by
Wellingtone/APM
• Only
10%
of
PMOs
exist
longer
than
10
years,
55%
less
than
4
years
• Most
difficult
process
to
implement
for
a
PMO
is
benefits
management
• 47%
do
not
have
PMO
KPIs
at
all,
only
19%
maintain
their
KPIs
• Most
common
PMO
tasks
are
• Reporting
• List
of
projects
• Methodology
2013
German
study
with
257
participants,
by
GPM/IPMA
• Only
25%
of
PMOs
older
than
5
years,
35%
less
than
2
years
• Average
number
of
projects
supported
by
PMO:
35-‐106
• Acceptance
of
PMO
highest
when measured
quantitatively
• Most
common
PMO
tasks
are
• Methodology
• Reporting
• Coaching
2007
PMO
white
paper,
by
Hobbs/PMI
(based
on
survey
of
500
PMOs,
43%
Canadian)
• 83%
of
PMOs
younger
than
5
years
• 50%
of
PMOs
are
being
challenged
• PMO
Setup
duration
is
6-‐24
months
• 50%
have
less
than
4
FTEs
• Identified
27
PMO
functions
• Most
common
PMO
tasks
are
• Reporting
• Methodology
• Monitor
Performance
1998
book
‘The
Project
Office’,
by
Th.
Block
&
D.
Frame
Five
functions
(still
valid
today)
• Project
support
(incl.
reporting)
• Consulting
&
mentoring
• Methods
&
standards
• Training
• Project
Managers
7. Example:
Setup
the
PMO
as
an
iterative
Program
to
deliver
Benefits
Stakeholders
Requirements
Expected
Benefits
Architecture
Roadmap
Implement
Enablers
Operate
Enablers
Measurements
14. Examples
of
implementing
enablers:
schedule
/
templates
Enablers/outputs
are
e.g.
templates,
processes,
workshop,
presentations,
governance,
meetings,
reviews
…
15. Example
Portfolio
Management:
Template
‘categorization’
to
prioritize
ideas
ROI
Strategic
Relevance
Resource
fit
Compliance
and
Legal
must
Application
Landscape
fit
Strategic
Relevance
(0-‐18
pts):
• Increase
revenue
/
profit
2
pts
• Increase
efficiency 2
pts.
• Market
penetration
/
Customer
value 2
pts.
• Contribute
to
strategic
company
goal 2
pts
• Fit4Growth
Projects 10
pts.
Financial
Impact
/
ROI
Calculation
(0-‐10
pts.):
(OPEX+CAPEX+Operations)
devided by
Planned
savings
ROI
<=
1
year: 10
pts.
1
>
ROI
<=
2
years:
8
pts.
...
4
>
ROI
<=
5
years: 2
pts.
No
ROI
or
>
5
years: 0
pts.
Compliance
and
Legal
must
(0-‐10
pts.)
• no
relevant
0
pts.
• IT
Release
Update 5
pts.
• Mitigate
Business
Risk 5
pts.
• Legal/Tax
relevant 10
pts.
Application
Landscape
fit:
• does
not
fit
to
current
IT
landscape 0
pts.
• new
system,
new
service
required 2
pts.
• new
component
for
existing
system 3
pts.
• extend/modify
existing
system 4
pts.
• use
existing
system 5
pts
• Set
new
standard 6
pts..
Ranking
Pts.
=
Strategic
Relevance
+ ROI
+
Compliance
and
Legal
must
+
VGI
Application
Landscape
fit
MAX
Ranking =
44
pts.
Running projects =
100
pts.
17. Example
Portfolio
Management:
semi-‐annual
Portfolio
Board
(C-‐Suite
+
1st line
below)
Focus
of
IT
Portfolio
Board
03
/
2016
Focus
of
IT
Portfolio
Board
09
/
2015
Portfolio
Planning
§ Resource
Capacity
Planning
§ Financial
Planning
§ Prioritization
Portfolio
Management
§ What-‐if
Modeling
§ Target
Modeling
§ Key
Driver
Analytics
Analyze
§ Portfolio
Health
&
Value
contribution
§ Exception
Management
Analysis
Plan
Select
Capture
Collaboration
§ Progress
Status
§ Issue
&
Risk
Management
§ Change
Management
Execute
Resource
Alignment
§ Reallocate
Resources
§ Remove
completed
projects
§ Cancel
projects
§ Sunset
projects Manage
Demand
Management
§ Idea
Categorization
§ Strategic
Initiatives
§ Operational
work
18. Planning ExecutingInitiating Closing
Example
Governance:
Generic
project
lifecycle,
artifacts
and
deliverables
§ Rough Budget Planning
§ Rough Project
Scheduling
§ Stakeholder Analysis
§ Risk Register
§ Project Charter
§ System Approval
§ Procurement
For key projects:
§ Pre-Project
§ Benefit Register
§ Business Case
§ Resource Planning
(Org.-Chart)
§ Detailed Project
Scheduling
§ Set up MS Project
§ Scope Management
§ PMP (Project
Management Plan)
§ Stakeholder Mgmt.
§ Risk Management
For key projects:
§ Initial SteerCo
§ Kick Off
§ Status Reports
§ Budget Tracking
(Plan/As-is)
§ Stakeholder
Management
§ Risk Management
§ Change Requests
§ Documentation for AMS
For key projects:
§ SteerCo
§ Project Acceptance
Letter
§ Final Lessons Learned
Workshop + Project
Celebration
For key projects:
§ Final SteerCo
Gate 1
DoR
Gate 2
Startup
Gate 3
DoD
Gate 4
Closing
Health
Check
Health
Check
Health
Check
Kickoff
Initial
SteerCo
SteerCo SteerCo
Lessons
Learned
final
SteerCo
Lessons
Learned
Lessons
Learned
Monitoring
&
Controlling
Processes
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Project
Lifecycle
phases
not
be
confused
with
iterative
PM
process
groups
(Thomas
Walenta)
19. Example
Governance:
Standardized
Health
Check
for
all
key
projects,
part
of
weekly
report
Major success
factors for projects
Delivery
organization
benefits are
being realized
Scope is realistic
and managed
Business
Benefits are
being realized
Work & Schedule
are predictable
Team is high
performing
Risks are being
mitigated
Stakeholders are
committed
Assess
Repeated
depending
on
a
project’s
health,
e.g.
RED
=
monthly
Plan
Implement
Impact
Integrated
Project
Management
Plan
§Stakeholders
§Business
benefits
§Work
&
Schedule
§Scope
§Team
§Risks
§Delivery
organization
§Project
Plan
Based
on
IBM’s
7keys
method
Red
Amber
Green
20. Example
Culture:
PM
Development
Path
Consultant
Staff
Project
Mgr
(parttime)
Project
Ldr (100%)
Program
Mgr /
Scrum
Master
PM
Staff
Training
(understanding)
Assessment
Experience
(practice)
Expertise
(analyze/synthesize
situations)
Extend
&
enhance
(evaluate
PM
concepts)
CAPM
PMP
PgMP
Coaching
Certification
Program
Be
a
mentor
Business
Analyst
PBA
PMI
ACP
Hypercare
Job-‐
Rotation
Get
a
mentor
PMI
Certifications:
CAPM
Certified
Associate
Project
Manager
PMP
Project
Management
Professional
ACP
Agile
Certified
Practitioner
PgMP Program
Manager
PBA
PMI
Business
Analyst
LeadershipPracticePerspective
PMI’s
talent
triangle
&
IPMA’s
eye
of
competence
Business
Analyst
21. Example:
Measurements
• Points
of
Measurement:
outputs,
benefits,
value
• Developed
2-‐8
potential
measurements
per
benefit
• Progressively
elaborated
• NOT:
implementing
or
reporting
all
measurements
• BUT:
decide
on
what
key
stakeholders
want
or
need
and
when
22. Most
busy
slide
of
this
presentation
Stakeholders
(80+)
Requirements
(219)
Expected
Benefits
(25)
Architecture
Roadmap
Implement
Enablers
Operate
Enablers
Measurements
KPIs
Major success
factors for projects
Delivery
organization
benefits are
being realized
Scope is realistic
and managed
Business
Benefits are
being realized
Work & Schedule
are predictable
Team is high
performing
Risks are being
mitigated
Stakeholders are
committed
23. Setup
the
PMO
as
an
iterative
Program
to
create
Value:
Starting
with
stakeholders,
identifying
and
realizing
benefits,
closing
with
KPIs
Stakeholders
Requirements
Expected
Benefits
Architecture
Roadmap
Implementation
Operations
Measurements,
KPIs
Resources
Value
Long
term
Outcomes
Objectives
Activities
Projects
Enablers
Outputs
Products
(e.g.
training)
Customers
Stakeholders
Outcomes
Benefits
Shortterm
(e.g.
skills)
Outcomes
Benefits
Intermediate
(e.g.
behavior)
Project
/
Enabler
of Benefit
Benefit:
seen
as
positive
by
a
stakeholder
Objective
(SMART)
/
Value
Necessary
for
Success
Traditional
PMO