This document provides information about an upcoming PMO symposium to be held in Berlin, Germany from June 25-27, 2012. It includes details about keynote speakers, panel discussions, workshops, and networking opportunities focused on project, program and portfolio management offices. Some of the topics that will be discussed are PMO structures and roles, dashboarding and performance measurement, aligning projects with corporate strategy, and using PMOs to manage innovations. The event aims to provide international insights into leading successful PMOs and driving organizational change.
The document discusses future plans for IMP3rove II, an initiative to improve innovation management performance for small and medium enterprises (SMEs) in Europe. It outlines objectives to provide an overview of IMP3rove II activities, share demands for further developing existing services and establishing new ones, and build partnerships. Key plans include upgrading the online platform, intensifying the partner network, establishing a European Innovation Management Academy for training, developing certification schemes, growing the benchmarking database, and conceptualizing a sustainability strategy. Marketing activities are also outlined to promote IMP3rove II and avoid any "white spots".
This document provides information about an offshore development company called Development Offshore Enterprise Solutions. It discusses the company's background, offerings, achievements, team members and certifications. It also describes how the company works with clients using agile methodologies like Scrum, and outlines its communication strategies and success factors. Examples of projects completed for clients like Aton bank and Cisco are also summarized.
Jonathan Anthony has over 15 years of experience in corporate communications and marketing roles, currently serving as Director of Corporate Communications at Teekay Corporation where he develops communication strategies and oversees creative content production. Prior to his current role, he held communications positions at Best Buy Canada and JVC Europe developing branding, websites, and marketing campaigns. He also has experience in filmmaking, teaching English in Japan, and providing cross-cultural training in Japan.
The Executive Master in Project Management with Microsoft (EMPM) is an 18-month, online master's program offered by the Universidad de Valencia that focuses on developing project management skills. The program aims to (1) teach students to manage their time and organize projects; (2) train students to reconstruct projects using international project management standards; and (3) prepare students to obtain professional certifications in project management from organizations like PMI and IPMA. The EMPM program uses a blended learning approach with online courses, collaborative software, and five face-to-face seminars. Upon completing the program, students will earn a master's degree from the Universidad de Valencia and several Microsoft and project management certifications.
The document discusses BMW Group's Research and Development Network and its focus on innovation. It notes that BMW Group has over 8,900 specialists working together globally in R&D to develop new technologies and solutions. The goal is to create products that offer customers benefits through BMW's innovative capabilities. Key areas of focus include electric vehicles, connected driving technologies, and developing solutions for improved safety, economy, and driving pleasure.
goFLUENT was founded in 2000 by Christophe Ferrandou to provide flexible online and telephone English training for business professionals. It has since expanded globally and provides blended learning solutions combining eLearning, eWriting, and live coaching to over 60,000 learners annually. goFLUENT focuses on delivering high-quality, personalized English instruction through native English speaking coaches and business-relevant content.
The document discusses future plans for IMP3rove II, an initiative to improve innovation management performance for small and medium enterprises (SMEs) in Europe. It outlines objectives to provide an overview of IMP3rove II activities, share demands for further developing existing services and establishing new ones, and build partnerships. Key plans include upgrading the online platform, intensifying the partner network, establishing a European Innovation Management Academy for training, developing certification schemes, growing the benchmarking database, and conceptualizing a sustainability strategy. Marketing activities are also outlined to promote IMP3rove II and avoid any "white spots".
This document provides information about an offshore development company called Development Offshore Enterprise Solutions. It discusses the company's background, offerings, achievements, team members and certifications. It also describes how the company works with clients using agile methodologies like Scrum, and outlines its communication strategies and success factors. Examples of projects completed for clients like Aton bank and Cisco are also summarized.
Jonathan Anthony has over 15 years of experience in corporate communications and marketing roles, currently serving as Director of Corporate Communications at Teekay Corporation where he develops communication strategies and oversees creative content production. Prior to his current role, he held communications positions at Best Buy Canada and JVC Europe developing branding, websites, and marketing campaigns. He also has experience in filmmaking, teaching English in Japan, and providing cross-cultural training in Japan.
The Executive Master in Project Management with Microsoft (EMPM) is an 18-month, online master's program offered by the Universidad de Valencia that focuses on developing project management skills. The program aims to (1) teach students to manage their time and organize projects; (2) train students to reconstruct projects using international project management standards; and (3) prepare students to obtain professional certifications in project management from organizations like PMI and IPMA. The EMPM program uses a blended learning approach with online courses, collaborative software, and five face-to-face seminars. Upon completing the program, students will earn a master's degree from the Universidad de Valencia and several Microsoft and project management certifications.
The document discusses BMW Group's Research and Development Network and its focus on innovation. It notes that BMW Group has over 8,900 specialists working together globally in R&D to develop new technologies and solutions. The goal is to create products that offer customers benefits through BMW's innovative capabilities. Key areas of focus include electric vehicles, connected driving technologies, and developing solutions for improved safety, economy, and driving pleasure.
goFLUENT was founded in 2000 by Christophe Ferrandou to provide flexible online and telephone English training for business professionals. It has since expanded globally and provides blended learning solutions combining eLearning, eWriting, and live coaching to over 60,000 learners annually. goFLUENT focuses on delivering high-quality, personalized English instruction through native English speaking coaches and business-relevant content.
This is a sample Internet marketing campaign for the University of Colorado's distance-delivered graduate programs including the Lockheed Martin Engineering Management Program and the Interdisciplinary Telecom program, among others. The campaign duration was June 2011-June 2012 and was led by Rebecca Moss(Cooney) and Marcie Gorman-Smith.
Cadence is a global project management consulting and training firm known for its robust methodology and action-based approach. It has over 300,000 alumni from 50 countries and helps companies implement organizational project management through training programs for teams, managers, and executives. Successful organizational project management at companies like AkzoNobel has led to benefits like faster response to change, higher performance teams, and a positive impact on business results.
The document discusses project and programme management in Belgium. It finds that while budgets and importance of projects/programmes have increased, success is not guaranteed. Around 45% of projects miss deadlines and budgets while only partially delivering benefits. Structured management pays off, with higher success rates. However, identifying and tracking benefits remains a challenge, with over half of companies not doing so regularly. The survey also examines the role and positioning of enterprise architecture, finding it is often immature and not central to strategic planning.
This document advertises the Certificate in International Project Management (CIPM) program from the International Academy of Project Management. The 3-day course held in various global locations provides project managers with skills to improve project delivery, comply with standards, and use analysis to drive business. Attendees who pass will receive the CIPM certification, allowing them to put the designation on business cards and resumes. The program director Steve Wylie is introduced, with over 20 years of project management experience in Asia.
This document advertises the Certificate in International Project Management program run by the International Academy of Project Management. The 3-day course held in various global locations provides project managers with skills to improve project delivery, comply with standards, and use analysis to drive business. Attendees will become Certified International Project Managers upon completion and gain a credential to include on business cards and CVs. The program director Steve Wylie is introduced, with over 20 years of project management experience in Asia.
Discussion Paper PMO And Merger Projectstheteflonpm
The document discusses establishing a project management office (PMO) for a merger project. It recommends establishing a hierarchy of PMOs with different mandates that ultimately report to an enterprise PMO managed by a project director. The PMO would facilitate project teams, identify resource gaps, and ensure standards are followed for portfolio management, methodology, communication, and status reporting. It emphasizes the need for governance, defining projects and deliverables, and balancing autonomy with standardization.
Gm591 Unit 3 Group D Assignment Morris Corporation 2vanessahartsfield
This document discusses the implementation of a Project Management Office (PMO) at The Morris Corporation. It outlines the need for a PMO to manage the corporation's growing project portfolio. The summary describes the key functions of the proposed PMO, including project selection, risk assessment, and maintaining components of the organizational project portfolio. It also evaluates the current and potential new project needs and workload at Morris Corporation.
Peter Helmer Sorensen is a Partner at NorthHouse Partners ApS with over 30 years of experience in business strategy and transformation, program management, IT governance, and enterprise architecture. He has expertise in industries including digital imaging, industrial engineering, IT and telecoms, and oil and gas. Sorensen has held leadership roles developing programs, reorganizing organizations, and designing business and solution architectures at companies like CSC, Canon EMEA, and United Nations.
Søren Svanebjerg is an experienced executive and senior manager with over 12 years of experience developing and leading R&D teams in clean-tech industries. He has held roles such as Chief Technology Officer and R&D Manager. He is seeking an executive or senior management position in technology-based industries where he can help move ideas to commercialization. Søren has strong skills in innovation management, product development, strategy, and building partnerships.
Defining organizational project management 2012Nigel Williams
Organizational Project Management (OPM) involves the systematic management and integration of temporary projects, programs, and portfolios to enable strategic initiatives in organizations. OPM can be viewed as both an organizational structure, where companies are made up of interconnected projects, and as a set of practices to evaluate and improve project management maturity. Effective OPM requires considering key elements like positioning projects within the organization's strategy, governance structures, interfaces between projects, practices, and performance measurement.
Catalog of trainings proposed by Olivier Lazar, MSc., MBA, PMP, in the fields of Project Management, Program and Portfolio Management, and Strategy.
Main topics are:
- PMI Certifications
- PM Fundamental
- Risk Management
- Earned Value
- PMO
- Strategy and Governance
Patty Gorchynski is an Executive Program Manager with over 17 years of experience managing complex global IT programs and outsourcing contracts across multiple industries. She holds certifications from PMI and IBM and has led programs for clients in banking, oil and gas, utilities, and more. Gorchynski specializes in transitioning and transforming programs and has a proven track record of success in regulated environments and with international conglomerates. She has worked in 6 countries and currently resides in Stockholm, Sweden.
This document provides information about an excellence in business process improvement program. The program teaches participants how to ensure processes can adapt and align with technology, and achieve permanent improvements. It covers discovering process management from a strategic perspective, as well as performance and cost management. Techniques from process re-engineering and quality thinking are examined. Participants also learn how to keep process management alive and protected in their organization.
This chapter discusses why project management is important for businesses. It defines what a project is and differentiates projects from regular business processes. The chapter covers the typical project life cycle stages of conceptualization, planning, execution, and termination. It also discusses different ways to define and measure project success, including considering goals related to time, budget, scope and quality. Finally, it introduces various models for assessing an organization's project management maturity.
The document summarizes a presentation about building a project management center of excellence (PM-COE). It discusses defining elements to consider for a PM-COE, examining real-world examples, and developing an action plan. The presentation covers functions like communications, process management, education/training, and performance management. It provides tools for attendees to develop a work breakdown structure, vision, skills assessment, metrics, and organizational goals for their own PM-COE.
The document announces a two-day R&D Project Management workshop to be held on November 29-30, 2010 at the CII Innovation Center in Shanghai. The workshop will be led by Ray Sheen, a veteran business leader and project management expert. Attendees will learn systematic methodologies for innovation project management, including customer needs identification, product development risk analysis, cross-functional teambuilding, and project scheduling skills. Upcoming events at the CII Innovation Center are also listed.
This document is an excerpt from a training book on project management published by the International Organization for Project Management (IO4PM). It introduces key concepts in project management including the definition of a project, operational vs project work, the five process groups and nine knowledge areas of project management, and the relationships between projects, programs and portfolios. It also discusses the role of a Project Management Office and the importance of business value and objectives in project management.
The document provides information about a two-day training event on project and portfolio management for pharmaceuticals. The event will be held on August 11-12, 2010 in Atlanta, GA and feature methodologies designed for the drug development process. Attendees can earn 14 PDUs and 12 CPE credits. The training will cover topics such as project initiation and planning, program management, portfolio management, and applying best practices to the regulated pharmaceutical environment.
This is a sample Internet marketing campaign for the University of Colorado's distance-delivered graduate programs including the Lockheed Martin Engineering Management Program and the Interdisciplinary Telecom program, among others. The campaign duration was June 2011-June 2012 and was led by Rebecca Moss(Cooney) and Marcie Gorman-Smith.
Cadence is a global project management consulting and training firm known for its robust methodology and action-based approach. It has over 300,000 alumni from 50 countries and helps companies implement organizational project management through training programs for teams, managers, and executives. Successful organizational project management at companies like AkzoNobel has led to benefits like faster response to change, higher performance teams, and a positive impact on business results.
The document discusses project and programme management in Belgium. It finds that while budgets and importance of projects/programmes have increased, success is not guaranteed. Around 45% of projects miss deadlines and budgets while only partially delivering benefits. Structured management pays off, with higher success rates. However, identifying and tracking benefits remains a challenge, with over half of companies not doing so regularly. The survey also examines the role and positioning of enterprise architecture, finding it is often immature and not central to strategic planning.
This document advertises the Certificate in International Project Management (CIPM) program from the International Academy of Project Management. The 3-day course held in various global locations provides project managers with skills to improve project delivery, comply with standards, and use analysis to drive business. Attendees who pass will receive the CIPM certification, allowing them to put the designation on business cards and resumes. The program director Steve Wylie is introduced, with over 20 years of project management experience in Asia.
This document advertises the Certificate in International Project Management program run by the International Academy of Project Management. The 3-day course held in various global locations provides project managers with skills to improve project delivery, comply with standards, and use analysis to drive business. Attendees will become Certified International Project Managers upon completion and gain a credential to include on business cards and CVs. The program director Steve Wylie is introduced, with over 20 years of project management experience in Asia.
Discussion Paper PMO And Merger Projectstheteflonpm
The document discusses establishing a project management office (PMO) for a merger project. It recommends establishing a hierarchy of PMOs with different mandates that ultimately report to an enterprise PMO managed by a project director. The PMO would facilitate project teams, identify resource gaps, and ensure standards are followed for portfolio management, methodology, communication, and status reporting. It emphasizes the need for governance, defining projects and deliverables, and balancing autonomy with standardization.
Gm591 Unit 3 Group D Assignment Morris Corporation 2vanessahartsfield
This document discusses the implementation of a Project Management Office (PMO) at The Morris Corporation. It outlines the need for a PMO to manage the corporation's growing project portfolio. The summary describes the key functions of the proposed PMO, including project selection, risk assessment, and maintaining components of the organizational project portfolio. It also evaluates the current and potential new project needs and workload at Morris Corporation.
Peter Helmer Sorensen is a Partner at NorthHouse Partners ApS with over 30 years of experience in business strategy and transformation, program management, IT governance, and enterprise architecture. He has expertise in industries including digital imaging, industrial engineering, IT and telecoms, and oil and gas. Sorensen has held leadership roles developing programs, reorganizing organizations, and designing business and solution architectures at companies like CSC, Canon EMEA, and United Nations.
Søren Svanebjerg is an experienced executive and senior manager with over 12 years of experience developing and leading R&D teams in clean-tech industries. He has held roles such as Chief Technology Officer and R&D Manager. He is seeking an executive or senior management position in technology-based industries where he can help move ideas to commercialization. Søren has strong skills in innovation management, product development, strategy, and building partnerships.
Defining organizational project management 2012Nigel Williams
Organizational Project Management (OPM) involves the systematic management and integration of temporary projects, programs, and portfolios to enable strategic initiatives in organizations. OPM can be viewed as both an organizational structure, where companies are made up of interconnected projects, and as a set of practices to evaluate and improve project management maturity. Effective OPM requires considering key elements like positioning projects within the organization's strategy, governance structures, interfaces between projects, practices, and performance measurement.
Catalog of trainings proposed by Olivier Lazar, MSc., MBA, PMP, in the fields of Project Management, Program and Portfolio Management, and Strategy.
Main topics are:
- PMI Certifications
- PM Fundamental
- Risk Management
- Earned Value
- PMO
- Strategy and Governance
Patty Gorchynski is an Executive Program Manager with over 17 years of experience managing complex global IT programs and outsourcing contracts across multiple industries. She holds certifications from PMI and IBM and has led programs for clients in banking, oil and gas, utilities, and more. Gorchynski specializes in transitioning and transforming programs and has a proven track record of success in regulated environments and with international conglomerates. She has worked in 6 countries and currently resides in Stockholm, Sweden.
This document provides information about an excellence in business process improvement program. The program teaches participants how to ensure processes can adapt and align with technology, and achieve permanent improvements. It covers discovering process management from a strategic perspective, as well as performance and cost management. Techniques from process re-engineering and quality thinking are examined. Participants also learn how to keep process management alive and protected in their organization.
This chapter discusses why project management is important for businesses. It defines what a project is and differentiates projects from regular business processes. The chapter covers the typical project life cycle stages of conceptualization, planning, execution, and termination. It also discusses different ways to define and measure project success, including considering goals related to time, budget, scope and quality. Finally, it introduces various models for assessing an organization's project management maturity.
The document summarizes a presentation about building a project management center of excellence (PM-COE). It discusses defining elements to consider for a PM-COE, examining real-world examples, and developing an action plan. The presentation covers functions like communications, process management, education/training, and performance management. It provides tools for attendees to develop a work breakdown structure, vision, skills assessment, metrics, and organizational goals for their own PM-COE.
The document announces a two-day R&D Project Management workshop to be held on November 29-30, 2010 at the CII Innovation Center in Shanghai. The workshop will be led by Ray Sheen, a veteran business leader and project management expert. Attendees will learn systematic methodologies for innovation project management, including customer needs identification, product development risk analysis, cross-functional teambuilding, and project scheduling skills. Upcoming events at the CII Innovation Center are also listed.
This document is an excerpt from a training book on project management published by the International Organization for Project Management (IO4PM). It introduces key concepts in project management including the definition of a project, operational vs project work, the five process groups and nine knowledge areas of project management, and the relationships between projects, programs and portfolios. It also discusses the role of a Project Management Office and the importance of business value and objectives in project management.
The document provides information about a two-day training event on project and portfolio management for pharmaceuticals. The event will be held on August 11-12, 2010 in Atlanta, GA and feature methodologies designed for the drug development process. Attendees can earn 14 PDUs and 12 CPE credits. The training will cover topics such as project initiation and planning, program management, portfolio management, and applying best practices to the regulated pharmaceutical environment.
1. S
imultaneousTranslation
European English German
in case of sufficient demand
PMOsymposium
Project, Program and Portfolio Management Office: PMO Leading Change
International PMO insights from: Conference: 26 and 27 June 2012
Austria: Germany: Switzerland: USA: Pre-Workshop: 25 June 2012
• Austrian Airlines • Abbott Laboratories • AXA Insurance • Dell Services Pullman Berlin Schweizerhof, Berlin, Germany
Belgium: • BMW Group • Altran
• BNP Paribas Fortis • E.ON IT • QIAGEN
Denmark: • Media-Saturn IT-Services United Kingdom
• CSC • Merck • Infor
France: • Star Alliance Services • Orange Business Services
• CASSIDIAN, an EADS Company • Volkswagen • Stanley Black Decker
• PSA Peugeot Citroën • Wincor Nixdorf International • Transport for London
Keynotes:
Dr Mario Arlt, Stephen Carver, Dr Patrick O‘Connell Your highlights for 2012:
Global OPEX Practice Leader, Lecturer in Project President, Major Government Programs,
ABB Management Services Programme Management, CH2M HILL; Founding Practitioner Director,
Cranfield University BT Centre for Major Programme Management, • Pioneering keynotes
School of Management Saïd Business School, Oxford University • Numerous best practices presented
in 3 parallel tracks
Dr Nino Tomaschek, J. LeRoy Ward, • Comprehensive workshops
Partner, sevensix – Corporate Executive Vice President,
Research and Consulting; Product Strategy Management, • Interactive World Café
Head of the Postgraduate Center, ESI International • Intensive networking activities
University of Vienna
• Networking-Get-Together
Cooperation Partner:
www.pmo-symposium.com
2. 2
Project, Program and Portfolio Management Office:
PMO Leading Change
A wide range of external and internal factors are forcing corporations to take strategic decisions. Enterprises must react Target audience
to the volatility of global markets with foresight and need the capability of strategic positioning. The Project Management
Office (PMO) plays a key role in this change by acting as an organizational hub for the efficient direction and • Executives, professional and managerial staff with
implementation of corporate projects. responsibility for:
• Corporate Strategy
• How are today’s PMOs situated and positioned? • Organization
• Is an institutionalized PMO the indispensable foundation for successful corporate and innovation projects? • Strategic Project Management
• How can PMOs position project management and particularly project portfolio management in a strategic as well as agile way? • Project Management Office
• Which benefits result from structure, which from agility? • Portfolio Management
• Which role does management and leadership play? • Multi Project Management
• Program Management
Change
• Project Management and Development
Portfolio Management
• Project and Corporate Financial Control
Maturity
• Corporate Governance
Agile
Added Value
• Corporate Change Management
Innovation
P3O®
PPM
• Corporate Risk Management
Global PMO • Decision makers from project-based sectors such as:
Corporate Strategy
• IT
• Product Development/Innovation
• RD
PMO
Leadership
Risk Management
Organization Program Management • Executive Directors
Programs
• Management Consultants
IT PMO Management • Lateral Thinkers
Essentials
Empowerment
Alignment Performance Indicator
Next Generation PMO
3. Speakers International expertise
for your local PMO
Dr Mario Arlt
Ulrich Aigner ABB Stephen Carver John Donohoe Pascal Emery
Austrian Management Christian Buch Cranfield Star Alliance PSA Peugeot
Airlines Services Merck University Services Citroën
Dr David
Prof. Dr Dr Stefan Hagen Hancock
Alan Fergusson Wolfgang Frank Nino Grau Hagen Transport Soren Helsted
AFA Volkswagen IPMA Management for London CSC
Angela Houghton
Swift Project Dr Michael Thorsten Kolwe Francois Mignot
Management Koetting Media-Saturn Olivier Lazar Dr Oliver Mack CASSIDIAN,
Services BMW Group IT-Services Altran mack:consulting an EADS Company
Antonio
Nieto-Rodriguez Dr Patrick Stefan Schmidt Andreas Splett
BNP Paribas O‘Connell John Pelham Robert Rausch Wincor Nixdorf Abbott
Fortis CH2M HILL JP4Project Dell Services International Laboratories
Dr Wolfram
Ian Templeton Ruediger L. Dr von Schneyder
Peter Taylor Orange Business Thomas Nino Tomaschek VS Consulting Joachim Vorwerg
Infor Services ifanO sevensix Team GmbH E.ON IT
Joanne
White-Doyle
J. LeRoy Ward Herbert Weber Dr Wolfgang Stanley Black Roberto Wittlin
ESI International P-SPE Weber Decker AXA Insurance
3
5. P r e - Wo r k s h o p : M o n d ay, 2 5 J u n e 2 0 1 2 C o n f e r e n c e d a y o n e : Tu e s d a y , 2 6 J u n e 2 0 1 2
9.00 – 9.30 8.15 – 9.00
Registration and hand out of workshop documents Registration and hand out of conference proceedings
9.30 – 18.00 9.00 – 9.15
Integrating Practices for Delivering Change – The PMO also needs to understand and resolve conflicts. Welcoming address and opening of the conference
“The Mission of the PMO” Integrating Change Delivery Practices (Part 2) by EUROFORUM and the chairman
• Synergies between practices Prof. Dr Nino Grau, Vice President Standards Awards, IPMA
A PMO needs to support existing change • Clashes between practices
delivery practices including portfolio, program and • Links to the business: KEyNOTE: Avoiding Pitfalls in Mega Projects
project management. • Opportunities to build alliances • Major programs: huge, high value, multi-disciplinary efforts
Practices for Delivering Change • How to deal with potential foes typically transform complex capabilities,
Overview of change delivery practices including: systems, or services
• Portfolio Program Project Offices – P3O We then need a workable way of managing • Examples of poorly performing programs and of failures to
• Portfolio Management – MoP an integration initiative. deliver the intended benefits on cost and on schedule
• Program Management – MSP The Integration Initiative • Generalizable principles for set-up, delivery and service to
9.15 – 10.00
• Project Management – PRINCE2 • What form should an integration initiative take? avoid the typical pitfalls
• Change Management • A project? • Materially improve the probability of successfully
• Benefits Management • A program? delivering the intended benefits of major programs
• Other Practices • A series of linked initiatives? on cost and on schedule
Graphic Recording
Dr Patrick O‘Connell,
The challenge for any PMO is to continue to add value Finally, need to summarize this mix of practices and President, Major Government Programs, CH2M HILL,
for the business. The PMO can improve the integration maturity in a single compelling picture. Chairman, Advisory Board, Major Programme Management,
and maturity of change delivery. The Integration Grid Said Business School, Oxford University
Capability Maturity • Picturing the integration environment Founding Practitioner Director,
How repeatable is current: BT Centre for Major Programme Management
• Project management? Workshop Host:
• Program management? Alan Fergusson, Founder Managing Director, AFA KEyNOTE: The Global State of the PMO 2012:
• Portfolio management? On the Road to the Next-Generation
• How do PMOs report on their effectiveness, if at all?
10.00 – 10.45
Integration is about more than the maturity of any • How mature are existing PMOs today?
one change delivery practice. We need to examine how • Has the value of the PMO increased?
different maturity levels can work together. • What role does learning transfer
Integrating Change Delivery Practices (Part 1) play in PMO maturity?
• Which maturity levels go together? J. LeRoy Ward, Executive Vice President,
• Can we build maturity without program management? Product Strategy Management, ESI International
• How do portfolio and project management interact at
different maturity levels? 10.45 – 11.20 Networking Break
5
6. 6
A PMO Essentials B Management, Innovation Change C Organization, Strategy Leadership
Host: Dr Wolfram von Schneyder, CEO, VS Consulting Team GmbH Host: Ruediger L. Thomas, Counselor, ifanO Host: Dr Stefan Hagen, Managing Director,
Hagen Management
Project Management Office (PMO) – Dashboards and Cockpits: Leading Successful PMOs – How to Build the
Added Value Instead of Added Administration The Crucial Issues for a Management Perspective Best Project Management Office for your Business
11.20 – 12.05
• The benefit of PMOs is beyond administrational support • Gaps between strategic and operational level • One way to start a PMO – the five ‘P’s that provide
• A PMO can enhance the organisation but therefore (macro and micro) a great foundation for success
it needs to be staffed with qualified employees • Transforming data into management information • Projects and strategy and why the two need to connect
• The truth: there is no standard PMO for all organisations • Aligning the project world with the operational world • What do successful PMO leaders do differently?
Andreas Splett, Head of Project Management (ME) • Producing simple reports from complex and Peter Taylor, Author and Project Consultant;
Global Pharmaceutical Research Development, Abbott Laboratories incomplete information Senior Director EPMO, Infor
Antonio Nieto-Rodriguez, Head of Transversal Portfolio Management,
BNP Paribas Fortis
Launching a Global PMO Ensure the Sustainability of your PMO: Make it Temporary! Agile Project Management:
• Masterful tips and techniques that will transform • Definition of the PMO’s roles according to the level of Complementing your PMO methodology
your global PMO skills maturity of the organization • Agile project management overview: What? Why? How?
• Introductions to the secrets of the top • Positioning of the PMO in the organizational chart • Practical implementation lessons best practices
12.05 – 12.45
global PMO professionals according to its role • Challenges and alignment within the procurement process
• How to connect with different cultures • Evolution of the PMO to maintain the value and build • Agile within a stage-gate product development process
Angela Houghton, Director Senior PM, the ROI on its activities John Donohoe, Director of Project Management Office (PMO),
Swift Project Management Services • Definition of measures to define the PMO’s ROI model Star Alliance Sevices
• Identification of the set of competences and skills according
to the expected value, roles and deliverables
Olivier Lazar, Global Manager, Project Management Excellence, Altran
12.45 – 13.45 Networking Lunch
13.45 – 14.15 SPOTLIGHT SESSION: Are you interested in presenting your solution here? Please contact: matthias.wehr@euroforum.com, phone: +49 (0)2 11.96 86–37 37
PANEL DISCUSSION: PMO Leading Change
• What does PMO mean to you?
Project/Program/Portfolio/Management Office?
• What are the three most important roles/functions/challenges for PMOs?
• Who are the most important stakeholders?
14.15 – 15.00
• What are the most important success factors for the PMO’s work?
• How important is PM governance for the best fit between projects and organizational strategy?
• How can PMO‘s create an environment for successful change management projects?
Host: Prof. Dr Nino Grau, Vice President Standards Awards, IPMA
Antonio Nieto-Rodriguez, Head of Transversal Portfolio Management, BNP Paribas Fortis
Dr Michael Koetting, Project Portfolio Manager, Financial Services Division, BMW Group
Francois Mignot, Head of Program Excellence, CASSIDIAN, an EADS Company
Ian Templeton, Head of Project Program Management Centre of Excellence, Orange Business Services
7. WORKSHOP: Blueprinting PMOs – PMO as a Driver of Sustainable Value Creation Patterns The Strategic PMO:
Successful Foundations and Optimal Structures in the Context of Project Economy Aligning projects and Corporate Strategy
15.00 – 15.45
The workshop will interactively explore the following areas: • Which impacts have economic, environmental and social • Portfolio versus Single Project Management
• Review of a “best practice” model for the definition and challenges on value-adding processes of a company? • Corporate Strategy and Transfer into Portfolio Criteria
structure of the PMO in different formations. • What added value is provided by a PMO • Selection, Prioritization and Controlling of “the right Projects”
• Identification of the four key factors behind to meet future business challenges? • Monitoring Success factors and Managing Complexity
successful PMO implementation and/or growth. • Is a PMO a change enabler? Dr Wolfgang Weber, independent PMO expert,
• Gap analysis of delegates’ own organisations to Ruediger L. Thomas, Counselor, ifanO former Head of global PMO, QIAGEN
determine what their PMO models might look like.
• Identification of the key barriers to PMO – A Business Performance Driver Creating a World Class PMO:
successful PMO implementation and/or growth. • Business key performance indicators Optimizing Project Manager Capacity
15.45 – 16.25
John Pelham, Project and Program Management Consultant • Project key performance indicators • Develop a project manager certification program
and Instructor; Owner, JP4Project • Performance control charts and dashboards • Develop project manager capacity metrics
Stefan Schmidt, Senior Project Manager, PMP, • Implement a leveraged project manager pool
Project Management Center of Excellence, Wincor Nixdorf International Robert Rausch, PMO Director, Dell Services
16.25 – 17.00 Networking Break
PMOs as a Board-Level Partner for Using PMOs to Direct and Assess Innovations WORKSHOP: Graphic Facilitation and Graphic Recording –
Strategic Programs and Restructuring in Portfolio Management motivate your audience!
• Strategic and restructuring programs – the success factors • Innovation and PMO, contradiction or symbiosis Are you looking for new things to stimulate your audience’s
• Setups for restructuring, cost-reduction and repositioning • What are the special challenges that concentration and accelerate learning? This workshop shows
17.00 – 17.45
• Potential role of an internal PMO in comparison to innovation projects face you how you can…
external consultants • How can PMO drive innovation projects, portfolio, • successfully combine visualized texts and
Dr Oliver Mack, Independent PMO Consultant; mack:consulting; and the entire enterprise innovation and give more cleverly self-drawn elements
Lecturer for MBA, Stuttgart Media University (HdM); innovation for your investment • create your own, expressive vocabulary of images
Lecturer for MBA; FH Wien University of Applied Sciences Vienna Soren Helsted, Manager PMO Strategic Projects Nordics, • understand the benefits of Graphic Facilitation and
Head of Innovation Office Denmark, CSC Graphic Recording in your working environment
Herbert Weber, MindGraphic-Expert,
Aligning PPM PMO for Project Success An Efficient Global PMO with Implementing LEAN Principles P-SPE Partner für Strategische Personalentwicklung
• Clarification and differences PPM PMO • Structured roll-out of a worldwide PMO organisation
17.45 – 18.25
• The way it should be • PSA Excellence System based on
• ... and the reality at Austrian Airlines LEAN principles continuous improvement
Ulrich Aigner, Director Corporate Project Management, • The LEAN toolbox for benefits in project
Austrian Airlines results PMO maturity
Pascal Emery, Head of Global PMO, PSA Peugeot Citroën
NETWORKING-GET-TOGETHER
18.30
Expand your personal network!
7
8. 8
C o n f e r e n c e d ay t wo : W e d n e s d ay, 2 7 J u n e 2 0 1 2
8.45 – 9.00
Coffee reception
PMO World Café – Share your thoughts with others!
9.00 – 10.00
• Interactive
• Creative
• Innovative
Graphic Recording
KEyNOTE: Next Generation Collaboration in PMOs –
Mastering Virtual and Distributed Teams
10.00 – 10.50
• Setting up the „right“ PMO structure in global organizations
• Using social networks in the PMO context
• Mastering the challenges of distributed and virtual project organizations
Dr Mario Arlt, Global OPEX Practice Leader, ABB Management Services
A IT Driving PMO B Management, Innovation Change C Organization, Strategy Leadership
Host: Dr Wolfram von Schneyder Host: Ruediger L. Thomas Host: Dr Stefan Hagen
10.50 – 11.30
A Changing Business Requires a Changing PMO Risk Mitigation Through PMO Governance Frameworks Intercultural Multi Project Management (MPM)
• Business driven changes • What is risk? Challenges in the Global Automotive Market
• Continuous optimization of a PMO • Challenges for projects • Enterprise-strategic derivation of the MPM
• Create and save acceptance of a PMO • Areas of difficulty for present practices • Intercultural MPM at the example of a new production plant
• Outlook • Behavioural complexity • Lessons learned and best practice in the Volkswagen
Thorsten Kolwe, Department Manager IT-Tools, • What about programmes and portfolios? Project Management Office (PMO)
Media-Saturn IT-Services • Way forward for risk management Wolfgang Frank, Launchmanagement, Volkswagen
Dr David Hancock, Head of Project Risk, Transport for London
11.30 – 12.00 Networking Break
Frameworks for Aligning and Prioritizing PMO Integration – Delivering Change Building Blocks of Organizational
Service and Project Portfolios • Multibillion $ takeover of two well known brands Project Management Maturity
• The path to becoming a service oriented organization coming together • Learn what organizational project management is and
• Alignment of business strategy with service • Wall Street targets to meet over three year integration period how it can be applied to your business
12.00 – 12.45
and project portfolio • Immense change for people, infrastructure, • Understand the various types of maturity models that
• Measuring the business value of services systems, processes reporting are available for project organizations
• Prioritizing and aligning the project portfolio • How’s been the journey? • Gain practical tips for improving your
• Success factors, challenges and outlook Joanne White-Doyle, Director Transformation PMO EMEA, company’s project management maturity
Christian Buch, Director Service Management PMO, Merck Stanley Black Decker Ian Templeton, Head of Project Program Management Centre
of Excellence, Orange Business Services
9. The Integrated Project Process Management Office PMO as Change Agent PMO and the Globalisation:
• Benefits of combining enterprise PMO functions with • Definition(s) of the Project Management Office How to Build the PMO „International Division“?
business process management functions • Perspectives • The international context of projects/programmes
• PMO concepts and how did E.ON IT shape the functions • What makes a PMO a change agent • The challenges of project staffing and PMO staffing
12.45 – 13.25
(Integrated PMO) • Methods and tools for driving change • The idea of creating an International Division of
• Benefits and contribution of an integrated PMO • Conclusions PMO resources
• Leading change Roberto Wittlin, Head of PMO Services and Change Management, • How to share experience and leverage it from
• Connection to corporate strategy AXA Insurance one side of the planet to the other ?
• Challenges of IT in a fast moving environment Francois Mignot, Head of Program Excellence, Cassidian
Joachim Vorwerg,
Head of Process Project Management Standards, E.ON IT
13.25 – 14.30 Networking Lunch
KEyNOTE: A Conscious Organization – Ways to Innovative Future Enterprises
• Project-based enterprises meet project-oriented employees
14.30 – 15.00
• How can enterprises be more powerful, flexible and innovative? your Contacts at EUROFORUM:
• Successful management of organizations as complex dynamic systems
• How to become a “Conscious Organization” PROGRAM
• The role of projects as drivers for innovation PROJECT MANAGEMENT
Dr Nino Tomaschek, Partner, sevensix – Corporate Research and Consulting GmbH, Head of the Postgraduate Center, University of Vienna Sascha Lahme
Conference Manager
KEyNOTE: Fear of Flying – Change is Risk and Opportunity Email: sascha.lahme@euroforum.com
• Projects vs. programs
15.00 – 15.50
• Complicated vs. complex ORGANISATION
• Managing in dynamic environments Sonja Schiller
• Leadership styles Senior Conference Coordinator
• More with less Phone: +49 (0)2 11.96 86–34 37
Stephen Carver, Lecturer in Project Programme Management, Cranfield University School of Management Email: sonja.schiller@euroforum.com
CONCLUDING STATEMENTS: MARKETING COOPER ATION
15.50 – 16.00
Prof. Dr Nino Grau, Vice President Standards Awards, IPMA Annika Bastians
Dr Stefan Hagen, Managing Director, Hagen Management Marketing Manager
Ruediger L. Thomas, Counselor, ifanO Phone: +49 (0)2 11.96 86–36 18
Dr Wolfram von Schneyder, CEO, VS Consulting Team GmbH Email: annika.bastians@euroforum.com
16.00 Conference Concludes
9
10. 10
Sponsoring Exhibition
Cooperation Partner
ESI International helps people around the world improve the way they manage projects, contracts, requirements and ESI International GmbH
vendors through innovative learning. ESI focuses in programme management, project management, business analysis, Westhafen Tower, Westhafenplatz 1
and contract and vendor management for technical and specialised professionals. We deliver learning through a 60327 Frankfurt am Main, Germany
range of modalities from in-person and online instructor led courses to executive workshops, to new microlearning Till Strödter
techniques. ESI also provides benchmarking, assessments and learning adoption services. ESI’s academic partner, The Phone: +49 (0) 69.24 43 27–37 95
George Washington University, provides additional assurance that our courses meet the highest standards of academic Fax: +49 (0) 69.24 43 27–47 95
excellence. ESI‘s programmes have benefited over one million professionals since 1981. Email: info@esi-intl.de
Internet: www.esi-intl.de
Patron
maxence is an innovative German consulting company with 68 employees in Dormagen, Cologne and Hamburg and maxence business consulting gmbh
works for large companies who want to lead. Key industries include the chemical and pharmaceutical industry, health Am Weissen Stein 1, Stuerzelbergcenter
facilities and social services, public authorities, banks and insurance companies and utilities. To increase operational 41541 Dormagen, Germany
flexibility and improve the value chain through focus on projects are key points of the consulting. Artur Rueb
Phone: +49 (0) 21 33.25 99–0
Fax: +49 (0) 21 33.25 99–29
Email: artur.rueb@maxence.de
Internet: www.maxence.de
Spotlight Sessions
Are you interested in presenting your Please contact:
PMO solution in a Spotlight Session Matthias Wehr, Sales Manager
to the target audience? Phone: +49 (0)2 11.96 86–37 37, Email: matthias.wehr@euroforum.com
11. Would you like to meet the top-class attendees at the European PMO Symposium? Media Partners:
The Symposium will deliver a European focus on Project, Programme and Portfolio Management Offices.
This event provides you with a unique gateway to new business opportunities for your PMO solutions and services.
• Think Global
Exchange with the international experts from Europe and America!
• Use the Networking Opportunities
Meet your existing clients and valuable new contacts during the breaks,
at lunch, evening event or at your exhibition stand.
• Efficient Branding
Position your company as a market leader – exhibiting or sponsoring offers you
brand recognition in front of your target audience. You can choose your level of
presence with our flexible packages.
FOR FURTHER INFORMATION PLEASE CONTACT:
Matthias Wehr
Sales Manager
Phone: +49 (0)2 11.96 86–37 37
Email: matthias.wehr@euroforum.com
Join our LinkedIn®-Group „European PMO Symposium“
www.pmo-symposium.com/linkedin
11
12. EUROFORUM Deutschland SE, Postfach 11 12 34, 40512 Duesseldorf/Germany
[Identification number]
Internet PDF
Save Registration and information
€ 100,– [P1105444]
yes, I wish to attend: Registration between Registration
14 April and 25 May 2012 after 26 May 2012 European
Symposium
26 and 27 June 2012
Symposium + Pre-Workshop
25 to 27 June 2012
€ 2,049*
€ 2,649*
[M023]
[M013]
€ 2,149*
€ 2,749*
[M023]
[M013]
PMOsymposium
Project Management Office Leading Change
I cannot take part in this event but I am interested in the documentation.
Please send me the documentations at a price of € 399.
[All prices exclude VAT and transportation costs.] [M700]
Yes, I would like to use the simultaneous translation service.
[Simultaneous translation English u German only in case of sufficient demand.]
by mail: EUROFORUM Deutschland SE,
I am interested in exhibition and sponsoring. P.O. Box 11 12 34, 40512 Duesseldorf, Germany
Please amend my address as shown.
[Should you wish to change your address by phone, please dial +49(0)211/9686–3333.] by email: registration@euroforum.com
Payment by credit card is of course possible! by fax: +49 (0)2 11.96 86–40 40
Just register and you will receive a link with all the relevant reservation data. Use the link and make your credit card payment
in an easy and secure way.
by phone: +49 (0)2 11.96 86–34 37 [Sonja Schiller]
[*All prices plus German VAT.]
Name
Internet: www.pmo-symposium.com
Position/Department
Telephone
Conference: 26 and 27 June 2012
Fax Pre-Workshop: 25 June 2012
Pullman Berlin Schweizerhof, Berlin
Email Year of birth
(YYYY)
EuROFORuM Deutschland SE may contact me about various products and services offered by companies of the group and
co-operation partners: Email: yes no Fax: yes no
C o n d i t i o n s o f p a r t i c i p a t i o n . The attendance fee (plus VAT) per person, which includes
Company conference documentation, lunches and tea/coffee, is payable on receipt of the invoice or by
credit card. Once your registration has been received you will be sent a confirmation slip. Regis-
trations can be cancelled (in writing only) free of charge up to 14 days before the event. When
Address
a cancellation is made within 14 days of the conference date, half the participation fee will be
reimbursed. In the event of cancellation on the day of the conference, or failure to attend, the full
fee will be payable. The registered delegate may of course send a substitute at no additional cost.
The organisers reserve the right to amend the programme of events if necessary.
Line of business
D a t a p r o t e c t i o n . We use the data collected in connection with your order and use of our
Contact person services and products within the applicable legal limits for the purpose of performing our services,
and to provide you with information by post and email about further offers by us, companies of
Date, signature our group or co-operation partners, which are similar to the services of which you availed yourself
previously. If, during the use of the data, it is transmitted to countries lacking an adequate level
of data protection, we will create sufficient guarantees to protect the data. Further more, we will
use your data if you have given us your consent to do so. You may object to the use of your data
for advertising purposes or to being contacted by email or fax at any time by contacting EuRO-
Invoice to (Name) FORuM Deutschland SE, P.O. Box 11 12 34, 40512 Duesseldorf, Ger many. Our customer services
(Phone: +49 (0)2 11/9686–33 33) shall be pleased to accept requests for changes.
Department
Yo u r r o o m r e s e r v a t i o n . In the conference hotel, there is a limited allocation of rooms
Address available at a reduced price. Please arrange the room reservation directly with the hotel quoting
the reference “EuROFORuM event”.
Yo u r c o n f e r e n c e h o t e l .
Number of employees at the site less than 20 21–50 51–100 101–250 Pullman Berlin Schweizerhof
Budapester Straße 25, 10787 Berlin, Germany
251–500 501–1000 1001–5000 more than 5000 Phone: +49 (0) 30.26 96–29 60 BERLIN SCHWEIZERHOF
Please fill in and fax it to: +49 (0)2 11.96 86– 40 40