Have you ever delivered your project (i.e., an application) on time, on budget and to the requirements agreed to in writing only to learn that, two years later, the project deliverable is shelved because no one used it? Are you annoyed by stakeholders trying to change your project while you are in delivery mode? Projects bring about change in organizations - in structure, processes, tools and, inevitably, behavior. Our project deliverables must enable business outcomes, and business outcomes can only be realized with organizational change. This presentation will examine basic organizational change management theory and provide project managers with a basic toolkit that will enable participants to move from delivering deliverables to changing and transforming organizations.
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.
Marisa Silva “Is your PMO ready for the future?” Kyiv Project Management DayLviv Startup Club
The document discusses potential future directions for Project Management Offices (PMOs). It notes that PMOs are facing an identity crisis as the world becomes more complex. PMOs must either professionalize and evolve or risk becoming obsolete. Some potential next steps discussed are PMOs increasing their role in portfolio management, serving as an "information radiator" to stakeholders, embracing concepts like agility and organizational learning, and shifting their focus from process to developing the right mindset. The future is uncertain but PMOs need to adapt to changing environments to remain relevant.
This document provides an overview of project management fundamentals from Invensis Learning. It defines key concepts such as projects, programs, portfolios and their differences. It describes various project life cycles including predictive, iterative, adaptive and hybrid models. It also outlines topics that will be covered in the course, including project management concepts, influences, roles, processes and certifications. The document is copyrighted material from Invensis Learning.
every project manager crave for control. Managing IT project has its unique cases and phenomenon, and i share some experiences i have in eCampuz (my company) and some tips that might work. The thing is, we often see PM as a superior role and count on them solely, and forgetting that the whole company can ease PM job - and they need it also badly for sure.
This chapter introduces project management concepts. It discusses that the world spends $10 trillion annually on projects while over 16 million people are project managers. Formal project management provides benefits like improved control, quality and profitability. A project is a temporary endeavor to create a unique product or service. Attributes include a purpose, resources, customers, and uncertainty. Programs comprise groups of related projects. Portfolio management optimizes all organizational projects. Certification and software can help project managers succeed.
Rise and fall of project portfolio management triumph&collapse a case studyromluc
This document provides an overview of a case study presentation on the rise and fall of project portfolio management at a banking and insurance company. The following key points are made:
- Luca Romano gave a presentation on implementing a project portfolio management system for the IT department, using a 7 slide deck, which gained approval to apply PPM to a pool of 23 projects.
- An Analytic Hierarchical Process selection model was used, breaking the selection criteria down into a hierarchy and assessing projects against strategic alignment, costs/benefits, ease of implementation, and contribution to the company.
- Projects were ranked using the AHP methodology of pairwise comparisons between criteria. This provided a structured approach to selecting the project portfolio
IT project management involves managing plans, organization, and accountability to achieve technology goals. IT projects vary widely in size, complexity, domains, and resource needs. They require diverse skills from team members with different educational backgrounds. Globalization, outsourcing, virtual teams, and agile project management add further complexity. Effective management requires addressing issues like communication, trust, and tools while maintaining project momentum across locations and cultures.
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.
Marisa Silva “Is your PMO ready for the future?” Kyiv Project Management DayLviv Startup Club
The document discusses potential future directions for Project Management Offices (PMOs). It notes that PMOs are facing an identity crisis as the world becomes more complex. PMOs must either professionalize and evolve or risk becoming obsolete. Some potential next steps discussed are PMOs increasing their role in portfolio management, serving as an "information radiator" to stakeholders, embracing concepts like agility and organizational learning, and shifting their focus from process to developing the right mindset. The future is uncertain but PMOs need to adapt to changing environments to remain relevant.
This document provides an overview of project management fundamentals from Invensis Learning. It defines key concepts such as projects, programs, portfolios and their differences. It describes various project life cycles including predictive, iterative, adaptive and hybrid models. It also outlines topics that will be covered in the course, including project management concepts, influences, roles, processes and certifications. The document is copyrighted material from Invensis Learning.
every project manager crave for control. Managing IT project has its unique cases and phenomenon, and i share some experiences i have in eCampuz (my company) and some tips that might work. The thing is, we often see PM as a superior role and count on them solely, and forgetting that the whole company can ease PM job - and they need it also badly for sure.
This chapter introduces project management concepts. It discusses that the world spends $10 trillion annually on projects while over 16 million people are project managers. Formal project management provides benefits like improved control, quality and profitability. A project is a temporary endeavor to create a unique product or service. Attributes include a purpose, resources, customers, and uncertainty. Programs comprise groups of related projects. Portfolio management optimizes all organizational projects. Certification and software can help project managers succeed.
Rise and fall of project portfolio management triumph&collapse a case studyromluc
This document provides an overview of a case study presentation on the rise and fall of project portfolio management at a banking and insurance company. The following key points are made:
- Luca Romano gave a presentation on implementing a project portfolio management system for the IT department, using a 7 slide deck, which gained approval to apply PPM to a pool of 23 projects.
- An Analytic Hierarchical Process selection model was used, breaking the selection criteria down into a hierarchy and assessing projects against strategic alignment, costs/benefits, ease of implementation, and contribution to the company.
- Projects were ranked using the AHP methodology of pairwise comparisons between criteria. This provided a structured approach to selecting the project portfolio
IT project management involves managing plans, organization, and accountability to achieve technology goals. IT projects vary widely in size, complexity, domains, and resource needs. They require diverse skills from team members with different educational backgrounds. Globalization, outsourcing, virtual teams, and agile project management add further complexity. Effective management requires addressing issues like communication, trust, and tools while maintaining project momentum across locations and cultures.
This document provides an overview of project management. It defines a project, discusses the roles and responsibilities of a project manager, and outlines the typical phases of a construction project. The key points covered are:
1) A project is a temporary endeavor with a defined start and end, undertaken to achieve specific goals.
2) A project manager is responsible for planning, initiating, directing, organizing, communicating, and controlling a project. Their role includes budgeting, scheduling, risk management, and ensuring compliance.
3) The typical phases of a construction project are development, design, construction, and closeout. Within each phase are specific tasks like creating work breakdown structures, schedules, and obtaining necessary approvals.
Reinventing project management antonio nieto-rodriguez. 27th may 2021PMIUKChapter
In the next five years, the world will see more projects than ever. The reconstruction of the economy, healthcare, social care, and society at large, after the devastating global pandemic crisis, will be unprecedented in human history. According to McKinsey Governments’ have announced $10 trillion in reconstruction funds just in the first two months of the crisis, which is three times more than the response to the 2008–09 financial crisis.
We are witnessing the rise of projects as the main unit of work, as well as the essential model to deliver change and create value for individuals, organizations, and society at large. The move from a world driven by efficiency to a world driven by the change will have enormous consequences in terms of strategies, culture, organisational structure, competencies, compensations, etc.
Yet, today, about 70% of projects and strategies fail to deliver their objectives. We urgently need to step up and significantly increase the project and strategy implementation success rate. Considering that every year approximately 48 trillion US dollars are invested in projects, we fail to deliver trillions of benefits, value, and impact in organizations and society at large.
To achieve this incredible goal, project management and project managers will need to reinvent themselves into strategy implementation professionals, ... you will find out all the details during Antonio's keynote.
This document provides an overview of project management concepts including the Project Management Institute (PMI), the Project Management Professional (PMP) certification, the project management framework, project life cycles, organizational structures that influence projects, and the five project management process groups. It defines key terms like projects, programs, portfolios, stakeholders, and enterprise environmental factors. It also describes tools and techniques used in project management.
The document discusses forming an effective steering group. It provides guidance on setting up the group, including determining membership, size of the group, terms of reference, and roles and responsibilities. An effective steering group requires engaged members who are committed to the project and its goals. The chair or facilitator plays an important role in ensuring meetings are well-run by establishing agendas, facilitating discussions, and keeping the group focused on its objectives. Regular communication and evaluation are also important for maintaining the group's effectiveness.
This document summarizes Americo Pinto's presentation on assessing the maturity of a PMO (Project Management Office). The presentation covers: understanding the difference between organizational project management maturity and PMO maturity; a model for assessing PMO maturity using four levels across various functions; how to use a questionnaire and online tool to evaluate a PMO's current maturity; and developing action plans to improve maturity. The goal is to help PMOs better align with stakeholders' expectations and increase the value perceived by delivering high-quality functions.
The document discusses the evolution of project management offices (PMOs) from a traditional execution focus to a modern business focus. Traditionally, PMOs focused on project execution metrics like budgets, deadlines, and deliverables. However, PMOs now need to align more closely to business strategy, outcomes, and portfolio management. A modern PMO helps drive organizational agility by understanding desired outcomes before implementing solutions and ensuring investments achieve their intended results.
This document discusses the value of implementing an agile offshore PMO model. It begins by explaining what a PMO is and different PMO types. It then discusses the need for an offshore PMO to provide strategic alignment, centralized governance, and visibility at the executive level for globally dispersed projects. An offshore PMO can help standardize processes across departments and regions while providing leadership support. However, cultural, time zone, and language barriers pose challenges for offshore PMOs. Adopting agile methods like Scrum helps minimize these issues through collaborative practices, visual project management tools, and remote communication technologies.
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.
Анна Бойко, "Хороший контракт vs очікування клієнтів. Що вбереже вас, якщо вд...Sigma Software
This document discusses engagement models and managing customer expectations in contracts and projects. It provides examples of how fixed price, time and materials (T&M), and on-demand team (ODT) models can lead to misaligned expectations if not set up properly. It also discusses how the COVID-19 pandemic impacted many businesses and projects in 2020, with some clients pushing for contract renegotiations, discounts, or trying to terminate projects due to financial difficulties caused by the pandemic. The document emphasizes the importance of clear communication around budgets, responsibilities, and engagement terms to avoid disputes down the road.
The document discusses what a Project Management Office (PMO) is and its purpose. A PMO is a mechanism that addresses common project management issues in an organization to help facilitate project success. It provides support to project managers, helps ensure projects follow standard methodologies and processes, and reviews projects regularly to improve performance and outcomes. Establishing a PMO can help organizations experience fewer project cost overruns, delays, and cancellations compared to those without a PMO.
Topic 1: Overview of the Project Management Landscape
Definition of project, project portfolio and program
Classification of projects
Fundamental of project management
- Topic 2: Traditional Project Management (TPM)
What is Traditional Project Management?
Classification of TPM models
Complexity and Uncertainty in the Project Management Landscape
- Topic 3: Agile Project Management
- Topic 4: Extreme Project Management
- Topic 5: Comparison of TPM – Agile – Extreme Project Management
Project Controls Expo 13th Nov 2013 - "The Agile PMO" By Michael NirProject Controls Expo
Important Concepts in this Keynote
o Research – State of e/PMOs
o Pete tells his story – How it happens
o Flavors of Failure - The Revealed Secrets of the Shocking Truths about Global PMO
o The Goal of the PMO
o Construct and Maintain a value driven PMO
o PMO in Scrum environments - NEW
Agile project management is a contemporary approach to managing software development projects that values interacting with skilled individuals, delivering working software products, establishing close customer interaction, and adopting quick changes. Some popular agile methodologies include eXtreme Programming, Scrum, Feature Driven Development, and Lean Software Development. The goals of agile project management include executing projects faster and developing software with higher customer satisfaction through regular adaptation, constant collaboration, and iterative development processes.
This document discusses different project management methodologies like Agile, PRINCE2, and Waterfall. It suggests that no single methodology needs to be picked, but rather the best practices from each can be combined as appropriate for the situation. It emphasizes the importance of uniform reporting, such as through earned value metrics, and regular project health reviews to monitor schedule, cost, scope and risks. The goal is to apply controls early to remedy any issues before projects fail.
This document provides an overview of project management certification and the Project Management Professional (PMP) designation. It discusses the requirements to become PMP certified, including education, experience, and passing a 200 question exam. The exam covers five process groups: initiation, planning, execution, monitoring and controlling, and closing. Maintaining the PMP certification requires ongoing professional development. The document also introduces key project management concepts like the project management lifecycle, differences between projects and operations, and the role of the project manager.
The document provides an overview of software project management. It defines what a project and software project are, discusses key characteristics of projects, and compares projects to operations. It also outlines important aspects of project management including the project management process groups, knowledge areas, factors that influence projects, and the roles of the project manager, project management office, and how organizational structure can affect a project.
This document provides an introduction to project management concepts for accidental project managers. It outlines the key things a project manager needs to know, including understanding the customer's problem, defining the deliverable, creating a project charter, scheduling tasks, managing risks, tracking status, and reporting progress. The presentation emphasizes that projects often fail because problems are created early on during planning, so getting proper buy-in from stakeholders and setting clear expectations is important for success.
The Project Management Process - Week 11 Contemporary IssuesCraig Brown
The document discusses current and future trends in project management. It covers topics like globalization, innovation, knowledge management, and shortened product life cycles as current trends. Future trends discussed include increased project scope, system integration, and a more disciplined approach. It also outlines principles for organizing projects, such as learning culture, process-centered approaches, use of communities and virtual teams, self-organizing structures, and distributed organizations. Challenges in project management include improving executive understanding of IT and increasing business knowledge among IT professionals. Career paths in project management are also briefly discussed.
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
Delivering is not enough: Becoming Skilled in Organizational Change and Trans...Elisabeth Bucci
To download this presentation, please visit this link: http://www.projissima.ca/free-stuff/
Have you ever delivered your project (i.e., an application) on time, on budget and to the requirements agreed to in writing only to learn that, two years later, the project deliverable is shelved because no one used it? Are you annoyed by stakeholders trying to change your project while you are in delivery mode? Projects bring about change in organizations - in structure, processes, tools and, inevitably, behaviour. Our project deliverables must enable business outcomes, and business outcomes can only be realized with organizational change. This interactive session will examine basic organizational change management theory and provide project managers with a basic toolkit that will enable participants to move from delivering deliverables to changing and transforming organizations.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
This document provides an overview of project management. It defines a project, discusses the roles and responsibilities of a project manager, and outlines the typical phases of a construction project. The key points covered are:
1) A project is a temporary endeavor with a defined start and end, undertaken to achieve specific goals.
2) A project manager is responsible for planning, initiating, directing, organizing, communicating, and controlling a project. Their role includes budgeting, scheduling, risk management, and ensuring compliance.
3) The typical phases of a construction project are development, design, construction, and closeout. Within each phase are specific tasks like creating work breakdown structures, schedules, and obtaining necessary approvals.
Reinventing project management antonio nieto-rodriguez. 27th may 2021PMIUKChapter
In the next five years, the world will see more projects than ever. The reconstruction of the economy, healthcare, social care, and society at large, after the devastating global pandemic crisis, will be unprecedented in human history. According to McKinsey Governments’ have announced $10 trillion in reconstruction funds just in the first two months of the crisis, which is three times more than the response to the 2008–09 financial crisis.
We are witnessing the rise of projects as the main unit of work, as well as the essential model to deliver change and create value for individuals, organizations, and society at large. The move from a world driven by efficiency to a world driven by the change will have enormous consequences in terms of strategies, culture, organisational structure, competencies, compensations, etc.
Yet, today, about 70% of projects and strategies fail to deliver their objectives. We urgently need to step up and significantly increase the project and strategy implementation success rate. Considering that every year approximately 48 trillion US dollars are invested in projects, we fail to deliver trillions of benefits, value, and impact in organizations and society at large.
To achieve this incredible goal, project management and project managers will need to reinvent themselves into strategy implementation professionals, ... you will find out all the details during Antonio's keynote.
This document provides an overview of project management concepts including the Project Management Institute (PMI), the Project Management Professional (PMP) certification, the project management framework, project life cycles, organizational structures that influence projects, and the five project management process groups. It defines key terms like projects, programs, portfolios, stakeholders, and enterprise environmental factors. It also describes tools and techniques used in project management.
The document discusses forming an effective steering group. It provides guidance on setting up the group, including determining membership, size of the group, terms of reference, and roles and responsibilities. An effective steering group requires engaged members who are committed to the project and its goals. The chair or facilitator plays an important role in ensuring meetings are well-run by establishing agendas, facilitating discussions, and keeping the group focused on its objectives. Regular communication and evaluation are also important for maintaining the group's effectiveness.
This document summarizes Americo Pinto's presentation on assessing the maturity of a PMO (Project Management Office). The presentation covers: understanding the difference between organizational project management maturity and PMO maturity; a model for assessing PMO maturity using four levels across various functions; how to use a questionnaire and online tool to evaluate a PMO's current maturity; and developing action plans to improve maturity. The goal is to help PMOs better align with stakeholders' expectations and increase the value perceived by delivering high-quality functions.
The document discusses the evolution of project management offices (PMOs) from a traditional execution focus to a modern business focus. Traditionally, PMOs focused on project execution metrics like budgets, deadlines, and deliverables. However, PMOs now need to align more closely to business strategy, outcomes, and portfolio management. A modern PMO helps drive organizational agility by understanding desired outcomes before implementing solutions and ensuring investments achieve their intended results.
This document discusses the value of implementing an agile offshore PMO model. It begins by explaining what a PMO is and different PMO types. It then discusses the need for an offshore PMO to provide strategic alignment, centralized governance, and visibility at the executive level for globally dispersed projects. An offshore PMO can help standardize processes across departments and regions while providing leadership support. However, cultural, time zone, and language barriers pose challenges for offshore PMOs. Adopting agile methods like Scrum helps minimize these issues through collaborative practices, visual project management tools, and remote communication technologies.
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.
Анна Бойко, "Хороший контракт vs очікування клієнтів. Що вбереже вас, якщо вд...Sigma Software
This document discusses engagement models and managing customer expectations in contracts and projects. It provides examples of how fixed price, time and materials (T&M), and on-demand team (ODT) models can lead to misaligned expectations if not set up properly. It also discusses how the COVID-19 pandemic impacted many businesses and projects in 2020, with some clients pushing for contract renegotiations, discounts, or trying to terminate projects due to financial difficulties caused by the pandemic. The document emphasizes the importance of clear communication around budgets, responsibilities, and engagement terms to avoid disputes down the road.
The document discusses what a Project Management Office (PMO) is and its purpose. A PMO is a mechanism that addresses common project management issues in an organization to help facilitate project success. It provides support to project managers, helps ensure projects follow standard methodologies and processes, and reviews projects regularly to improve performance and outcomes. Establishing a PMO can help organizations experience fewer project cost overruns, delays, and cancellations compared to those without a PMO.
Topic 1: Overview of the Project Management Landscape
Definition of project, project portfolio and program
Classification of projects
Fundamental of project management
- Topic 2: Traditional Project Management (TPM)
What is Traditional Project Management?
Classification of TPM models
Complexity and Uncertainty in the Project Management Landscape
- Topic 3: Agile Project Management
- Topic 4: Extreme Project Management
- Topic 5: Comparison of TPM – Agile – Extreme Project Management
Project Controls Expo 13th Nov 2013 - "The Agile PMO" By Michael NirProject Controls Expo
Important Concepts in this Keynote
o Research – State of e/PMOs
o Pete tells his story – How it happens
o Flavors of Failure - The Revealed Secrets of the Shocking Truths about Global PMO
o The Goal of the PMO
o Construct and Maintain a value driven PMO
o PMO in Scrum environments - NEW
Agile project management is a contemporary approach to managing software development projects that values interacting with skilled individuals, delivering working software products, establishing close customer interaction, and adopting quick changes. Some popular agile methodologies include eXtreme Programming, Scrum, Feature Driven Development, and Lean Software Development. The goals of agile project management include executing projects faster and developing software with higher customer satisfaction through regular adaptation, constant collaboration, and iterative development processes.
This document discusses different project management methodologies like Agile, PRINCE2, and Waterfall. It suggests that no single methodology needs to be picked, but rather the best practices from each can be combined as appropriate for the situation. It emphasizes the importance of uniform reporting, such as through earned value metrics, and regular project health reviews to monitor schedule, cost, scope and risks. The goal is to apply controls early to remedy any issues before projects fail.
This document provides an overview of project management certification and the Project Management Professional (PMP) designation. It discusses the requirements to become PMP certified, including education, experience, and passing a 200 question exam. The exam covers five process groups: initiation, planning, execution, monitoring and controlling, and closing. Maintaining the PMP certification requires ongoing professional development. The document also introduces key project management concepts like the project management lifecycle, differences between projects and operations, and the role of the project manager.
The document provides an overview of software project management. It defines what a project and software project are, discusses key characteristics of projects, and compares projects to operations. It also outlines important aspects of project management including the project management process groups, knowledge areas, factors that influence projects, and the roles of the project manager, project management office, and how organizational structure can affect a project.
This document provides an introduction to project management concepts for accidental project managers. It outlines the key things a project manager needs to know, including understanding the customer's problem, defining the deliverable, creating a project charter, scheduling tasks, managing risks, tracking status, and reporting progress. The presentation emphasizes that projects often fail because problems are created early on during planning, so getting proper buy-in from stakeholders and setting clear expectations is important for success.
The Project Management Process - Week 11 Contemporary IssuesCraig Brown
The document discusses current and future trends in project management. It covers topics like globalization, innovation, knowledge management, and shortened product life cycles as current trends. Future trends discussed include increased project scope, system integration, and a more disciplined approach. It also outlines principles for organizing projects, such as learning culture, process-centered approaches, use of communities and virtual teams, self-organizing structures, and distributed organizations. Challenges in project management include improving executive understanding of IT and increasing business knowledge among IT professionals. Career paths in project management are also briefly discussed.
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
Delivering is not enough: Becoming Skilled in Organizational Change and Trans...Elisabeth Bucci
To download this presentation, please visit this link: http://www.projissima.ca/free-stuff/
Have you ever delivered your project (i.e., an application) on time, on budget and to the requirements agreed to in writing only to learn that, two years later, the project deliverable is shelved because no one used it? Are you annoyed by stakeholders trying to change your project while you are in delivery mode? Projects bring about change in organizations - in structure, processes, tools and, inevitably, behaviour. Our project deliverables must enable business outcomes, and business outcomes can only be realized with organizational change. This interactive session will examine basic organizational change management theory and provide project managers with a basic toolkit that will enable participants to move from delivering deliverables to changing and transforming organizations.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
Agile Project Management explained and examined from several angles. Agile Software Development delivers better results when it is managed in an agile way.
This document discusses the evolving role of the project manager (PM) in lean and agile environments. It introduces three PM roles: lagging PM, leading PM, and strategic PM. The lagging PM responds to changes by applying corrective actions. The leading PM charts the future, anticipates issues, and leads organizational change. The strategic PM enables innovations and facilitates organizational alignment. Workshops are provided for each role to identify valuable activities. The document concludes that the PM role has adapted through frameworks like SAFe and that PM skills are applicable beyond specific roles.
This document discusses key topics in project management as outlined by the Project Management Institute (PMI). It begins by highlighting the importance of project management and poor track records of project success. It then discusses PMI, their certifications like the PMP, and organizational project management maturity. Finally, it provides an overview of project management principles including defining projects and operational work, and characteristics of project management. The document is meant to illustrate the need for improved project management practices and teachings from PMI.
The main objective of this presentation is to encourage openness to change in the workplace. It will help you understand what are the steps to leading successful cultural change and go over some case studies of successful, semi-successful, and unsuccessful change within organizations.
Program Management vs Project Management with Keith KemphMortgage Coach
The document discusses the benefits of program management over traditional project management. It notes that 65% of projects fail due to issues like poor planning, lack of leadership, and underestimating complexity. Program management aims to achieve the desired outcome and return on investment by taking a holistic approach that leverages strategies, tools, and change management throughout all phases from pre-planning to post-implementation. The key principles of program management outlined are adopting a universal approach, clarifying roles and responsibilities, leveraging integration techniques, and guiding behavior change.
How to Go Agile Without Going Crazy – Webinar SlidesAprimo
Andrea Fryrear – Agile Marketing expert and President and Lead Trainer for AgileSherpas – and Carolyn Ghaie – Director of Activation Services at Aprimo – discuss how a well-structured marketing organization is required to enable agile marketing and how to get started. They also touch on technology’s role in the overall solution.
For more information, visit aprimo.com
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
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Delivering is not enough, Becoming skilled in organizational change and transformation
1. Elisabeth Bucci, Sr Consultant, Projissima
Session# 449 Delivering is not enough: Becoming
Skilled in Organizational Change and Transformation
October 7, 2018| 4:45 – 6:00 pm
2. #PMICON18
Disclaimer
• The views and opinions expressed in the following PowerPoint slides are those
of the individual presenter.
• These PowerPoint slides are protected under the copyright laws of the United
States of America and other countries. Used by permission. All rights
reserved. Project Management Institute and PMI are registered trademarks.
All other trademarks are the property of their respective owners.
• The PowerPoint slides are for registered attendees of PMI Global Conference.
2
3. #PMICON18
Learning Objectives
At the conclusion of this session, participants will be able to:
(1) explain the components of an organizational change management strategy
and how to embed it in the project definition and execution;
(2) discuss how to manage the pitfalls of implementing organizational change
3
4. #PMICON18
Before we start
• A lot of info, sampler of 5-day certification training
• Lightning speed through theory
• Blue boxes are takeaways / pitfalls to avoid
• Emphasis will be on applying takeaways to the case study
4
5. #PMICON18
Agenda
• Once Upon a Time
• What is Organizational Change Management and why does it matter?
• The Human Dynamics of Change
• Stakeholder Management & Engagement
• Communication & Engagement
5
8. #PMICON18
…there was this Project…
• Company: engineering consulting firm (partnership model)
• Training Manager (TM) approached IT, how about a system to track training
(rather than Excel)?
• Business Analyst worked with TM to define requirements, in Excel, prioritized
8
9. #PMICON18
…cont…
• HR: hey, performance management too, instead of each manager using Excel?
• Selection Committee: Training Manager + 2 key Engineering Managers /
Partners with great amount of influence
• Supplier selection process, demo by 5 suppliers
9
10. #PMICON18
…cont…
• Demos scored using evaluation sheet (based on requirements)
• Purchase Order issued
• Selection team disbanded
• Schedule with Go-Live
• HR not in Go-Live, “maybe later”
10
11. #PMICON18
…cont…
• Go-Live on-schedule, on-budget
• “Pilot” two months later, ran by TM
• Two years later license not renewed
• Back to Excel and PDFs sent by email
• PM & BA still traumatized
11
12. #PMICON18
…and this Project Manager…
• During the project, something was wrong…but what?
• Did the only thing I knew how to do: deliver. (Angrily.)
• This presentation is the result of a five-year quest towards understanding
• Journey included 30 days of practitioner certification training: PRINCE2®,
Managing Successful Programs®, Management of Portfolios®, Managing
Benefits™, Business Relationship Management® and Change Management™
12
16. #PMICON18
The Change Wheel
• Projects deliver change, move from As-Is to To-Be
• Challenge is: how do we climb the mountain?
– Need to change humans!
• Organizational Change Management = making the Change Wheel and moving
it over the mountain
16
18. #PMICON18
Need to manage interplay of three key elements
Change
Impacts
Change
Risks
Business
Continuity
18
1. Organizational
2. Stakeholder
Disruption caused
by change
initiative
3 types, next
slide
Failure to manage
these elements =
we don’t get over
the mountain
Source: See References
20. #PMICON18
Why Organizational Change Management really matters
• Not about holding hands singing Kumbaya!
• Is about not wasting money
• Organizational Change Management = risk mitigation strategy
• This is how to justify a Change Management budget
• This is why we must manage all risks (strategic, business), not just
project/program risks
20
Why spend all of this money if we get nothing for it?
24. #PMICON18
What is Organizational Change Management?
24
art and science of managing the human
dynamics of change
Make the Change Wheel and move it over the
mountain!
27. #PMICON18
Bridges Transition Model
27
Change Transition≠
actual events in
a project
schedule
human, psychological
process of letting go of one
pattern to engage with
another
Source: See References
29. #PMICON18
Bridges Transition Model: take-aways
• Each journey is different (even for the same individual)
• Each individual is different (within the same change initiative)
29
Individual change can only begin after the process of
transition is complete
31. #PMICON18
Learning Cycle (Kolb)
31
Concrete Experience
Reflective
Observation
Abstract
Conceptualization
Practical
Experimentation
Something happens
You think
about it
You identify a
pattern
You test your theory
Source: See References
33. #PMICON18
Learning Cycle & Styles
• Each individual has a preferred learning style
• Learning doesn’t happen until each individual passes through the
entire learning cycle
33
Training activities must be designed for all learning styles
37. #PMICON18
Case Study, additional information
• Pilot held, responsibility of / organized by TM
• held two months after Go-Live
• attendees had not been involved in the project
• “show and tell” and “what do you think of the application”
• Job Aids were posted on the Intranet describing how to use the application
37
38. #PMICON18
Let’s help our PM understand the Learning Cycle
• Organize the first pilot with Core Change team as early as possible (well before Go-
Live)
• Approach the pilot as a learning exercise “Practical Experimentation”, with
exercises for certain situations
• A Job Aid is not learning! Job Aids support users as they learn!
• Apply adaptive approach to ensure learning happens
– Update Job Aids around the situations which arose in the pilot
– Post Go-Live, hold follow-up exercises to allow trial-and-error with the
application and pass through the entire learning cycle
38
39. #PMICON18
Change and the individual: key takeaways
• Different strokes for different folks
• Same folks: different change, different strokes
• Individual transition first, then Change
• Individual change is managed learning
• You can’t avoid the learning dip
39
There is no one-size-fits all Change Management Plan!
Need an adaptive approach to Change Management planning!
43. #PMICON18
Kotter Eight Step Model
1. Establish a sense of urgency
2. Create a guiding coalition
3. Develop a vision and a strategy
4. Communicate the change vision
5. Empower employees for broad-based action
43
44. #PMICON18
Kotter Eight Step Model (cont)
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor new approaches in the culture
44
Implicit assumption: Organizational change can be planned and
managed top-down
Source: See References.
45. #PMICON18
Senge’s Systemic Model
• Sustainable organizational change is emergent
• Sustainable change happens when small-scale initiatives are
nurtured by networks at all levels
45
Source: See References
Implicit assumption: Sustainable organizational change requires
nurturing long after the project is complete
46. #PMICON18
Senge’s Systemic Model
46
Senge Kottervs
Change is emergent,
bottom-up
Change is managed, top-
down
small-scale big-bang
nurtured by all
management levels
executive-led “guiding
coalition”
48. #PMICON18
Lewin Force Field Analysis
48As-Is
driving
restraining
Change occurs
when:
driving forces >
restraining
forces
Business Drivers:
P olitical
E conomic
S ociological
T echnological
L egal
E nvironmental
50. #PMICON18
Case Study: additional information
• Business Case: save time spent by training staff to coordinate, track training
courses, never quantified
• Engineering Mgr on Selection Committee:
– “We cannot grow from 800 employees to 2000 employees without an LMS”
– “Me too” project
• HR: centralized performance management system, benefits not stated
– quickly chose an application
– “Easy button” project
50
51. #PMICON18 51
Fill in PDF
form with
employee &
training info
Send by
email to
supervisor for
approval
Send by
email to TM
for approval
Stored
signed PDF
on shared
drive
Enter
training in
Training
Module
Click Submit
for approval
Supervisor
clicks
Approved
TM clicks
Approve
As-Is
To-Be
What’s the
value of this
step?
Do you need a
PDF form?
The PDF Paradigm
52. #PMICON18
Let’s help our PM apply Lewin’s force field analysis
52
As-Is
Retire PDF
form
“can’t grow from 800 to
2000 employees without
an LMS”
automate process for
training employees (4)
Business Driver?
Sense of urgency?
Business Outcome?
Target state?
Benefit?
System to track employee
performance
Define new
processes
and roles Driving forces were
not big enough for
change!
59. #PMICON18
Mayfield’s 7 Principles of Stakeholder Engagement
59
You can forget important stakeholders, but they won’t forget you.1
Identification is continuous: new ones emerge, others fade.2
Prioritizing/segmenting is a moment in time. Rinse & repeat.3
Some stakeholders are best engaged by others.4
60. #PMICON18
Mayfield’s 7 Principles of Stakeholder Engagement (cont)
60
Seek first to understand, and then be understood.5
Emotion trumps reason.6
Demonstration trumps argument.7
Engagement = winning hearts and minds.
Management is not enough!
Source: See References
61. #PMICON18
Stakeholder Engagement: Keys to Success
• Continuous process, similar to Risk Management
• Capture insights in Stakeholder Register
• More “art” than “science” (“winning hearts & minds”)
• Meet as many stakeholders one-on-one as early as possible
• Best done as a team
61
Stakeholder engagement strategy should drive project
activities…not the other way around!
64. #PMICON18
Prioritization / Segmentation Keys to Success
• KISS: Pick 2 or 3
• Don’t lose sight of the purpose: to facilitate engagement of
stakeholder groups by addressing their WIIFMs
• Remember Mayfield: moment in time! Keep it updated!
64
Spend more time on planning engagement and
management, less on pretty graphics!
66. #PMICON18
Case Study, additional information
• Other Engineering managers reached out to BA to find out about
project and wanted to be involved, “ideas to share”
• PM ignored “no time”, “scope change”
66
67. #PMICON18
Let’s help our PM understand Stakeholder Engagement
• Start with Stakeholders! Not the WBS! Not the project schedule!
• Have / maintain Stakeholder Register
• Don’t disband “Selection Committee”, convert to “Core Change Team”
• Engineering Managers who reached out: meet, role on “Core Change Team”
• *Note: Stakeholder Management become a Knowledge Area in 2013, after project
was complete. Just sayin’…
67
68. #PMICON18
Project Steering Committee
• Kotter’s “Guiding Coalition”
• Project Sponsor ensures value for money and leads the organizational change
• Strong sponsorship = key to success
• Therefore need to understand benefits before you start the project!
68
The Project Steering Committee is Stakeholder Engagement in
action
70. #PMICON18
Case Study, additional information
• Training Manager was the Project Sponsor
• One month before Go-Live, when it was clear that the PDF form would
disappear, TM stated that the application did not meet requirements.
• PM “invited” TM to go to CFO and request that project be cancelled.
• TM decided to proceed with project.
70
71. #PMICON18
Let’s help our PM understand Project Governance
71
Expected Business
Outcome
improved productivity of
Training team
grow to 2000
employees
centralized performance
management system
better visibility of employee
performance leading to
increased revenue
easier coordination of
training activities
increased revenue
(engineering consulting
services)
?
Is this really the
benefit?
Benefit
stated
benefit
If this is the
benefit, is HR the
sponsor?
Should this not be
the benefit?
Is this outcome
enabled by an
LMS?
72. #PMICON18
Let’s help our PM get it right this time!
• Benefits must be clear before starting the project (now in PMBOK v6)
• Benefit should have been “increase revenue from engineering consulting services”
by better managing engineering talent
• Project Sponsor should have been Engineering VP, not Training Manager
• User interests on Project Steering Committee:
– Training Coordinator Super-User: maintain the system
– Engineering Managers: users of system
• Conversation “Does application meet requirements?” should have been “Do we
still have a business case?”
72
74. #PMICON18
Focus on Engagement, not just Communication
• Communication is only one aspect of an effective Change Management
strategy
• Engagement = winning hearts and minds, appealing to emotion (Mayfield’s
Stakeholder principles)
74
Telling people will not lead to engagement.
Do not let communication become “mechanical”.
Involve leadership!
75. #PMICON18
Factors which encourage engagement
• Don’t wait until full information is available
• Focus on two-way, face-to-face interactions when more engagement is needed
• Consider the WIIFM, focus on the individual
• Segment audiences to target information and avoid overload
• Allow plenty of time
• Encourage feedback and act on it
75
Source: See References
77. #PMICON18
Case Study, additional information
• Communication: Emails and Intranet updates, by TM
• Soft Go-Live: communication to project team only, no users
• Pilot, responsibility of / organized by TM (already discussed)
77
78. #PMICON18
Let’s help our PM get it right this time!
• Communication is not engagement!
• Intranet and email: engagement?
• Messages from Engineering VP more powerful than TM
• “Pilot” was too little, too late. Engagement?
78
80. #PMICON18
Change Delivery Plan vs Change Management Plan
• Change Delivery Plan = activities in the project schedule which can be tracked
– Examples: Communication sessions, Conduct Stakeholder Interviews,
Training activities, updates on the intranet, send out newsletter, perform
pilot
• Change Management Plan = set of recurring actions which lead to change
readiness
80
81. #PMICON18
Change Management Plan = Change Wheel
81
S
C
Sk
B
R
F
M
Stakeholders
Communication
Skills (of Change team)
Build Buy-in
Resistance
Feedback
Measurement
who, why, how/when
engaged
how targeted, channels,
when Sponsor, change agents,
change specialists
how to deal with
how to collect & use
how do we know it’s
working?
Plan to engage and sustain,
levers
Source: See
References
85. #PMICON18
Use Levers to Enable and Sustaining Change
85
“Small changes can
create big results.”
–Peter Senge
levers =
Elements of a
change & its
landscape
that can be
activated in some
way
to enable adoption
on a broad scale
Source: See References
88. #PMICON18
Project Lifecycle
88
Ideation Project Transition SustainStrategy
Business
Driver
Expected Business
Outcome
Benefit Management
Plan
Business Case
Project Charter
To-Be
Project Closeout
89. #PMICON18
Where is the risk of failure highest?
89
Ideation Project Transitio
n
SustainStrategy
Busines
s Driver
Benefit
Management
PlanBusiness
Case
Project
Charter
To-Be
Project
Closeout
What’s wrong with
this picture?
Expected
Business
Outcome
90. #PMICON18
When does the Planning to Sustain start?
90
Ideation Project Transition SustainStrategy
Business
Driver
Benefit Management
Plan
Business Case
Project Charter
To-Be
Project Closeout
Plan to Sustain
Do your project charters
include a Plan to Sustain
change?
Expected Business
Outcome
95. #PMICON18
Project Manager or Change Manager?
95
Achieve business case vs Ensure organization is ready for
change
Project executed on-time, on-
budget, on-scope
vs Stakeholder & business
expectations are met
Customer requirements
understood and serve as the
basis for the project scope
vs Customer’s views and needs
may change throughout the
project and must be respected
Source: See References, adapted
96. #PMICON18
Project Manager or Change Manager?
• Stakeholder Management
• Change Readiness
• Change impact
• Capability Development
• Business engagement & transition
• Sustaining Change
96
Why not the Project
Manager?
Source: See References, adapted
97. #PMICON18
Project Manager or …?
• Define scope
• Task scheduling & prioritization
• Identify & allocate resources
• Manage & track tasks to completion
• Resolve problems & issues
97
As we move towards self-
managed teams, will
these remain the tasks of
the Project Manager?
Source: See References, adapted
100. #PMICON18
Before you start your project…
Do you understand:
– Business Driver?
– To-Be state?
– Expected Business Outcome?
– Benefits expected?
– Gap between As-Is and To-Be
Is the above in the Business Case?
100
Does your project pass
the “So What” test?
If your project fails the
“So What” test, failure is
inevitable. Identify and
communicate risk!
101. #PMICON18
Before you start your project…(cont)
Project deliverables aligned to the Business Case?
Project Steering Committee with strong Project Sponsor, who will get
benefits?
Plan to Sustain Change?
101
It doesn’t matter if your project is already in process! Start now!
No budget for change management? Identify the risk of not managing
change!
102. #PMICON18
During Project Planning…
Risk register include risks to benefits (strategic) and to business operations?
Core change team in place?
Stakeholder Assessment done (with core change team?)
Change Impact Assessment? Change Readiness Assessment?
Change Management Plan? Change Delivery Plan?
Plan to Sustain Change updated? Levers identified?
102
Not in this
presentation
103. #PMICON18
Keep going…and don’t stop!
Stakeholder Register updated?
Change Management Plan updated? Change Delivery Plan adjusted?
Risk Register updated with Business/Strategic Risks?
Plan to Sustain change updated? Adoption Levers working? New ones
needed?
103
110. #PMICON18
Evaluate this Session!
110
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