The document discusses transitioning from a traditional Project Management Office (PMO) model to a Value Management Office (VMO) model. It argues that a VMO is better suited for today's fast-paced environment by (1) bringing together executives, stakeholders, and value stream managers to prioritize work based on strategic goals and client needs, rather than individual projects, and (2) enabling emergent strategy development rather than annual planning cycles. The document outlines key elements of transitioning to a VMO, including addressing power dynamics, establishing an adaptive portfolio approach, and taking incremental first steps through involvement and invitation.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
Proven and Successful Value Management ApproachesWilliam Newman
This document discusses an approach to portfolio and program management called Business Transformation Management Methodology (BTM2). It outlines some key challenges with traditional value management approaches, such as differences between expected and realized value. BTM2 provides a holistic framework that addresses the full lifecycle from planning to benefits realization. The presentation provides examples of how to map value drivers to key performance indicators and process changes to effectively capture value.
By popular demand we present the 'ready for Change' Roadshow slides covering the PRINCE2 2017 Update, Change Management and 'A Cocktail of PM Approaches' how it all fits together
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
Project Management Institute (PMI) 2014 Global Congress - Phoenix Arizona. Ervin Magic Johnson keynote speaker.
Project Managers globally learning about transforming skills and knowledge to be valued contributors in the lean and agile world. The Scaled Agile Framework (SAFe) as a basis to describe how a project manager can find roles suitable to be effective.
The document discusses trends and challenges related to transitioning from a non-Agile project management office (PMO) to an Agile PMO. It notes that moving to an Agile PMO shifts the role from consulting and controlling to one that is more advisory. It also emphasizes that the transition requires significant effort, resources, and patience. Key challenges include the incompatibility between traditional and Agile PMO structures and the need for organizations and individuals to commit to building an Agile culture.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
Proven and Successful Value Management ApproachesWilliam Newman
This document discusses an approach to portfolio and program management called Business Transformation Management Methodology (BTM2). It outlines some key challenges with traditional value management approaches, such as differences between expected and realized value. BTM2 provides a holistic framework that addresses the full lifecycle from planning to benefits realization. The presentation provides examples of how to map value drivers to key performance indicators and process changes to effectively capture value.
By popular demand we present the 'ready for Change' Roadshow slides covering the PRINCE2 2017 Update, Change Management and 'A Cocktail of PM Approaches' how it all fits together
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
Project Management Institute (PMI) 2014 Global Congress - Phoenix Arizona. Ervin Magic Johnson keynote speaker.
Project Managers globally learning about transforming skills and knowledge to be valued contributors in the lean and agile world. The Scaled Agile Framework (SAFe) as a basis to describe how a project manager can find roles suitable to be effective.
The document discusses trends and challenges related to transitioning from a non-Agile project management office (PMO) to an Agile PMO. It notes that moving to an Agile PMO shifts the role from consulting and controlling to one that is more advisory. It also emphasizes that the transition requires significant effort, resources, and patience. Key challenges include the incompatibility between traditional and Agile PMO structures and the need for organizations and individuals to commit to building an Agile culture.
Mr. Robert Twiddy provides strategic consulting services including project management training and coaching to executives. He is currently a visiting professor and strategy advisor in Thailand. He has experience providing balanced scorecard, project management, and IT consulting. The presentation introduces project portfolio management (PPM) including the overall model, strategic alignment using balanced scorecard, frameworks for project selection, and tools for PPM. Participants will learn about introducing PPM to their organization through establishing processes, metrics, and strategic linkage between projects and programs. They will also learn about PPM certification and tools to support the PPM lifecycle.
The document discusses the PMI PMO Community of Practice, the largest global virtual community focused on project management offices (PMOs). It provides an overview of the resources and professional development opportunities offered by the community, including publications, conferences, and awards that recognize high-performing PMOs. Frameworks and models are presented for defining different types of PMOs and mapping their key functions and domains of work.
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Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO?
When colleagues say you have been handed ‘a poisoned chalice’?
When comments of “Why do we need that?” and “That will never work” ring in your ears?
Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…
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Being in Charge of but not in Control over Technology Enabled Business Transf...Mikkel Brahm
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2. It provides definitions of key terms like enterprise, architecture, and enterprise architecture. Enterprise architecture involves designing the intentional structure of a business or organization.
3. Brahm advocates for an iterative approach to enterprise architecture and change management rather than a strict waterfall model, as contexts and problems are complex with many interdependencies not captured by models.
Tom Rooderkerken is a Dutch national seeking a process expert position with over 25 years of global industry experience in service delivery, project management, and process improvement. He has extensive experience implementing SAP modules and leading teams at Philips and other companies. Most recently, Tom led the setup of an Agile Delivery Center and rollout of an Agile approach at Philips IT Delivery Transformation Office. He is proficient in various project management and Agile methodologies including Scrum, SAFe, and Prince2.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
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The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
This document provides an overview of a project management office (PMO) at Microsoft Operations. It discusses the PMO's mission to maximize business value for customers through project excellence. The PMO has expanded over the years from independent regional teams to an integrated global organization. It offers various project management services and follows a standardized framework and tools. The PMO aims to continuously improve its processes and capabilities to better support strategic priorities and deliver business impact.
The document discusses a Program Management Office (PMO) for an engagement with Merck. It provides the PMO vision of proactively identifying and eliminating problems to deliver high quality results on time. It outlines the PMO lead's responsibilities including resource management, reviews, and business alignment. Tools like an Integrated Performance Management tool and End to End Resource Management system are described that help provide oversight and ensure governance.
Carolyn Reid's current resume: about my career and accomplishments and the type of work I do. Summarizes successes I have provided to businesses. Worked in many industries. Problem solver, business improvement, business transformation
PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019
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The Agile PMO
Now that agile methods are here to stay, executives are looking to PMO leaders for answers to fundamental questions: What is the agile movement all about? When does it fit for a given project, and when does it not? Even more puzzling, if agile methods encourage self-organizing teams, then how does that impact the role of a PMO, or even the role of the project manager itself? In this eye-opening session, we will sift out fact from fiction and walk away with actionable tips for evolving your PMO to support agile methods.
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
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The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
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When colleagues say you have been handed ‘a poisoned chalice’?
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Tom Rooderkerken is a Dutch national seeking a process expert position with over 25 years of global industry experience in service delivery, project management, and process improvement. He has extensive experience implementing SAP modules and leading teams at Philips and other companies. Most recently, Tom led the setup of an Agile Delivery Center and rollout of an Agile approach at Philips IT Delivery Transformation Office. He is proficient in various project management and Agile methodologies including Scrum, SAFe, and Prince2.
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The document discusses how a PMO (Project Management Office) can provide strategic leadership, follow best practices, ensure project execution, and realize business benefits. It argues that a PMO should focus on strategic goals, implement discipline through proven methods, and maximize value by ensuring projects deliver benefits. A PMO oversees a company's portfolio of projects to ensure they are aligned with strategy and priorities.
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The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
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Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
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From_PMO_to_VMO_20230317_FINAL_SLIDESHARE.pptx
1. From
PMO to
VMO
Connecting
Strategy to
Execution
Daniel Gagnon
Disciplined Agile Fellow, ICP-LEA, ICP-ORG, PMP, PMI-
ACP, CDAC, DASSM, CKP, PAL1,TKP, SPS, PSPOI, PSDI,
LSSYB, PSMI, Agile Leadership Journey Guide
March 17th, 2023
2. 2
Daniel Gagnon
PMP, PMI-ACP, ICP-LEA, ICP-ORG, DAC, CKP,
TKP, PAL1, SPS, PSPOI, PSDI, LSSYB, PSMI
Organizational Agility Advisor
Disciplined Agile Fellow, Instructor
Trainer and Coach
• Enterprise Agile Practice Lead
• Enterprise Agile Methodology/Practice Lead
• Lean/Agile Coach
• Project and Portfolio Manager
Feb 2017 – July 2018
2009 - 2017
Teacher / Instructor 2010 - 2022
2018 - 2023: various clients
BDC, Hydro Québec, Cooperators,
Desjardins, BLG, Gouvernement du Québec,
Ville de Laval, Alvission GmbH, PMI (Global)
Whirlpool, Industrielle Alliance
Daniel Gagnon is an organizational agility
advisor, coach, and trainer with close to
three decades of diversified project
management and IT experience.
He is one of two PMI Disciplined Agile
Fellows in the world as well as an active
member of the DA advisory council; has
contributed snippets of thought to 3 books on
DA, and trained hundreds of learners around
the world at all levels of DA Certification.
Over the years, he has thus provided training
to more than 2,000 individuals in DA, Scrum,
SAFe, an ACP test preparation course, and the
Agile Leadership Journey for leaders and
executives.
His agile coaching and training engagements
over the past 13 years have been with diverse
clients ranging from the financial sector to
public utilities and government entities
(Federal, Provincial and Municipal). He has
coached at all levels, from executives to
teams and individual contributors.
Daniel describes himself as a passionate
servant leader and ethical disruptor.
10. Upgrading the PMO to a VMO – Value
Management Office – is a step in the right
direction
From PMO to
VMO
11. The VMO bridges both the slabs
(hierarchical levels) and functional silos
of the organisation
From PMO to
VMO
12. It gathers executive team members, major
governance stakeholders, and value
stream managers in a single entity able to
…
From PMO to
VMO
13. … analyse, select and prioritise the work of the
entire enterprise in a constant combined
strategic/operational cycle subordinated to
true client needs
From PMO to
VMO
14. With unity of purpose, the members of the
VMO can adopt an emergent approach to
strategy rather than the fire-and-forget
approach of large-batch projects launched
within a yearly planning cycle
The VMO enables emergent
strategy
17. Local,
one function
Project Value
stream
Multidisciplinary
team
Entreprise
Ways of working,
tools, methods
Governance,
management,
processes
Culture,
leadership,
vision
Scal
e
Impact
Agile project management
IT-centric Agile teams
What the transformation
leaders had in mind
Spotify model
Product-based
Tribes
Servant-leadership
Customized agile delivery methods
What the agile center of
excellence had in mind
19. Local,
one function
Project Value
stream
Multidisciplinary
team
Entreprise
Ways of working,
tools, methods
Governance,
management,
processes
Culture,
leadership,
vision
Scal
e
Impact
Product / Project
Teams
Execution
Executive committee
Determine strategic orientation, set
the yearly budget
Compliance
Regulatory /
Industry
Governance
PMO
Portfolio /
Program /
Project oversight
Transformation
Office
Digital
Agile
Change Management
21. Local,
one function
Project Value
stream
Multidisciplinary
team
Entreprise
Ways of working,
tools, methods
Governance,
management,
processes
Culture,
leadership,
vision
Scal
e
Impact
VMO
Single Entity for Strategy, Prioritization, Adaptive
Governance and Execution
Product / Project Teams
Compliance
Transformatio
n
Office
Executive participation
22. Local,
one function
Project Value
stream
Multidisciplinary
team
Entreprise
Ways of working,
tools, methods
Governance,
management,
processes
Culture,
leadership,
vision
Scal
e
Impact
VMO
Single Entity for Strategy, Prioritization, Adaptive
Governance and Execution
Product / Project Teams
Compliance
Transformatio
n
Office
Executive participation
This is a
seductive
diagram …
… but it too is
wrong
23. Local,
one function
Project Value
stream
Multidisciplinary
team
Entreprise
Ways of working,
tools, methods
Governance,
management,
processes
Culture,
leadership,
vision
Scal
e
Impact
VMO
Single Entity for Strategy, Prioritization,
Adaptive Governance and Execution
Product / Project Teams
Compliance
Transformation
Office
Executive participation
Reality
will look
more like
this
24. Local,
one function
Project Value
stream
Multidisciplinary
team
Entreprise
Ways of working,
tools, methods
Governance,
management,
processes
Culture,
leadership,
vision
Scal
e
Impact
VMO
Single Entity for Strategy, Prioritization,
Adaptive Governance and Execution
Product / Project Teams
Compliance
Transformation
Office
Executive participation
The VMO is a
nexus of
cross-
functional
decision-
making, NOT
an all-
powerful
central
bureaucracy
27. An Adaptive Portfolio
• Covers a wide risk profile
• Is co-created within the VMO
• Includes long and short-term initiatives
• Establishes value levers and uses them for
ongoing, just-in-time prioritisation
• Uses multiple criteria – Cost of Delay, risk of
doing and not doing, available skills, capability
to deliver
31. Project 4
M S
A G
J
Project 1
M S
A G
J
Project 3
M S
A G
J
Project 2
M S
A G
J
Project 5
M S
A G
J
People
Waiting for people Work
32. Project 4
M S
A G
J
Project 1
M S
A G
J
Project 3
M S
A G
J
Project 2
M S
A G
J
Project 5
M S
A G
J
Project 1
A G
Project 2
S J
Project 3
M G
Project 4
A J
Project 5
M S
People
Waiting for people Work
People
Waiting for people Work
33.
34.
35. Lightweight, trust-based
Governance
Inception Planning Execution Closure
Inception Construction Transition
Outcome-oriented checkpoints
Project Charter
Shared Stakeholder
Vision at
PORTFOLIO and
INITIATIVE levels
Solution approval
Proven
Architecture
Go / No Go
Go/No Go
Decisions
Traditional
37. The Paradox of Power
Before an organisation can “graduate” to having a
VMO, the paradox of power must be addressed
• The leaders making the current strategy decisions will not
necessarily see the WIIFM of diluting their power in a newly
enabled VMO
• Hence, power must be partially relinquished by the few in
order to be shared by the many (or the “more”)
• This will not always be an “easy sell”
38. The Paradox of Power
Some approaches have proven to work
• Demonstrating the power of trust with data
• Leadership mindset coaching and training
• Incremental progress: start with a controlled experiment
on one subdivision or LOB portfolio
• Support from the very top can be extremely helpful
39. W O R K
Executive Decision Executive Decision Executive Decision
W A S T E
The Power of Trust
40. W O R K
Local Autonomy Local Autonomy Local Autonomy
F L O W
The Power of Trust
42. • Involve all levels of the
organisation
• Proceed by Invitation
• Capitalize on the skills
in the current PMO
• Foster transparency and
trust
• Acknowledge that the
journey will take time