Antonio Bonanni
Nel mondo del Project Management, il tema del PMO ormai ricopre un ruolo sempre più centrale per le aziende più lungimiranti e non. Ci sono dei contesti e degli ambiti però, che più di altri offrono enormi opportunità di sfruttamento delle grandi potenzialità che un Project Management Office possiede.
In questo intervento vorrei presentarvi un caso particolare che esprime ciò. In un contesto professionale giovane, multinazionale, in forte crescita, meritocratico e volto ad attività di consulenza in ambiti e settori di business molto diversi tra loro, ho ideato una struttura di PMO in grado di massimizzare le potenzialità individuali e di gruppo. Un PMO in grado di liberare la massima potenzialità della stessa organizzazione fondendo le caratteristiche dello stesso PMO con le esperienze multidisciplinari che l’organizzazione vive quotidianamente, impattando cosi sulla velocita e la qualità di crescita dell’individuo e garantendo ai clienti un servizio maggiormente efficace e soddisfacente.
Una struttura inedita di PMO, ideata e pensata ad hoc, ed inoltre inclusiva di uno dei concetti forse poco sfruttati dai più ancora: la Maturità di Project Management.
Il mondo non ha improvvisamente bisogno di un numero maggiore di progetti. Questi hanno sempre permeato la storia dell’umanità. Il mondo ha più bisogno di Project Management, perché il mondo è diventato più rapido nell’imporci nuovi cambiamenti e noi uomini dobbiamo divenire più efficienti nello spendere le nostre energie mentali per rimanere al passo.
تواصل_تطوير
المحاضرة رقم 186
دكتور / اشرف حمدان
بمشاركة الاستاذة /سارة سالم
عنوان المحاضرة:
"المنظور الجديد لمدير المشروع من خلال
منهجية المفوضية الأوربية PM²"
يوم الإثنين 19 ديسمبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZMkf--oqDIiGNCeJibDkS_L_a3pPalrlHZo
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
The document discusses project management and construction. It covers topics like managing large-scale construction projects, challenges in construction projects, and the future of project management. It also provides information on the International Project Management Association (IPMA) such as its member countries, certification program, and conferences on construction project management.
Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE C...PMI-Montréal
« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. »
BIOGRAPHIE
Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système
d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
PMP COURSE OUTLINE PMBOK 5TH ED MODIFIED- OCT 2015Godfred Yao Kuli
This document provides information about a professional project management training program offered by Knowledge Tree Technologies. The 3-sentence summary is:
The program provides training in project management principles based on the Project Management Body of Knowledge and helps participants prepare for the Project Management Professional certification exam. It covers all ten knowledge areas of project management through 12 modules taught over 4 weekends or 5 days. Successful participants will gain skills in areas like stakeholder management, risk management, quality management, and integration management.
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.
Project Management Framework • What’s Project? • What’s a Project Management? • Operations/Projects/Programs/Portfolios • The Project Management Office • Progressive Elaboration vs. Scope Creep • The Triple Constraint • Ten Knowledge Areas & Five Process Groups. • Project Life Cycle
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
تواصل_تطوير
المحاضرة رقم 186
دكتور / اشرف حمدان
بمشاركة الاستاذة /سارة سالم
عنوان المحاضرة:
"المنظور الجديد لمدير المشروع من خلال
منهجية المفوضية الأوربية PM²"
يوم الإثنين 19 ديسمبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZMkf--oqDIiGNCeJibDkS_L_a3pPalrlHZo
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
The document discusses project management and construction. It covers topics like managing large-scale construction projects, challenges in construction projects, and the future of project management. It also provides information on the International Project Management Association (IPMA) such as its member countries, certification program, and conferences on construction project management.
Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE C...PMI-Montréal
« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. »
BIOGRAPHIE
Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système
d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
PMP COURSE OUTLINE PMBOK 5TH ED MODIFIED- OCT 2015Godfred Yao Kuli
This document provides information about a professional project management training program offered by Knowledge Tree Technologies. The 3-sentence summary is:
The program provides training in project management principles based on the Project Management Body of Knowledge and helps participants prepare for the Project Management Professional certification exam. It covers all ten knowledge areas of project management through 12 modules taught over 4 weekends or 5 days. Successful participants will gain skills in areas like stakeholder management, risk management, quality management, and integration management.
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.
Project Management Framework • What’s Project? • What’s a Project Management? • Operations/Projects/Programs/Portfolios • The Project Management Office • Progressive Elaboration vs. Scope Creep • The Triple Constraint • Ten Knowledge Areas & Five Process Groups. • Project Life Cycle
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
Project Mng Basics Belarusian State University FinalТранслируем.бел
The document provides an overview of project management basics presented by Murat Erkan, a project manager with experience in various industries. It defines what a project is, outlines the benefits of project management, and discusses factors for successful projects. It also summarizes Erkan's background and agenda, which includes describing project manager skills, key processes, knowledge areas, and the evolution of project management as a profession.
تواصل_تطوير
المحاضرة رقم 203
مستشار / محمد خليفة
عنوان المحاضرة
Establish and Operate PMO in AI Era
بناء وتشغيل مكاتب إدارة المشاريع في عصر الذكاء الإصطناعي
يوم السبت 25 فبراير 2023
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0qd-2opzooGtw_oBDiphAYxXezijJEo3WK
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
Project management intro from prince2 foundationbhprabhu
Project Management Introduction with Prince2 methodology . It is utmost important for every management professional to learn basics of project management concepts . enclosed presentation will introduce to basic Project management concepts . I will be happy to assist you further with detailed training and certification if you are interested.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
The Project Management Centre of Excellence (PMCOE) provides project management services, training, and resources to government agencies in British Columbia. The PMCOE team consists of 16 project managers who aim to increase project success rates and internal project management capacity across government. Key services include project support, assigning project managers, a community of practice for knowledge sharing, and training programs on project management methodology and certification. The overall goal is continuous improvement in project outcomes and maturity for the province.
This document discusses the changing landscape of project management and how it is being transformed by the legacy of the 2012 London Olympics. It notes that the success of the Olympics changed perceptions of how professional project management can deliver large-scale projects. It also discusses how there is now greater recognition and demand for project management skills as major infrastructure projects increasingly rely on these methods. The growing and diverse project management profession will be important for addressing future challenges around issues like energy, transportation and development.
The document summarizes key points from a presentation on project management tools and techniques. It discusses the importance of project management and common reasons for project failure. It then outlines several essential project management planning documents and processes, including project charters, work breakdown structures, communication plans, and risk management. The presentation provides templates and examples for these key project management elements.
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.
In Europe and the rest of the world, including Canada, PRINCE2 is the project management methodology of choice. This seminar will provide an overview of the PRINCE2 method and examine the similarities and differences between PMBOK® guide and PRINCE2. It will also suggest how these two project management approaches relate and complement each other, and how PRINCE2 provides added value to a PMBOK® guide knowledgebase.
Talking points agenda:
Why Project Management rules the world?
Why the demand for project professionals is extremely high?
Change through innovation in the form of project
The evident Question: Why managing projects is so Hard?
Learning objectives:
Through this session you will understand and learn the importance of soft skills rather than methodologies as well as “Balancing Project Management Hard Skills and Soft Skills.”
Embedding a project approach - APM Project ArticleDonnie MacNicol
Even consultancies can learn from the discipline of project
management. Donnie MacNicol and Martin O’Neill explain
how they developed a professional project approach at Watson
Wyatt (now Willis Towers Watson) to boost performance.
PRINCE2 is a structured project management methodology used worldwide. This document provides an overview of PRINCE2 and promotes a PRINCE2 certification course offered by HarryBaker Professionals. It summarizes key aspects of PRINCE2 including its history, principles, processes, comparison to PMP, benefits, and certification. It also introduces their lead trainer and provides contact information to sign up for courses.
Siemens is a large global electronics company that employs over 405,000 people worldwide, including 15,612 in the UK. More than 50% of Siemens' revenue comes from projects and programs. PM@Siemens is Siemens' global framework for project management that provides common processes, roles, and lifecycles. Siemens was the first company to achieve APM Corporate Accreditation for its project management training and development program. The PM@Siemens UK Project Management Academy provides training and development programs aligned to the PM@Siemens framework to develop project managers in a consistent manner. Over 1,000 Siemens employees have participated in the training programs through the academy.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd. on Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) certification. It provides an agenda for the seminar which includes an introduction of Ritetrac, why projects fail, the value of project management, demystifying PMP and CAPM, prospects and benefits of certification, how Ritetrac can help individuals become certified, and steps for obtaining certification. The seminar aims to educate attendees on project management best practices and certification.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd on project management certification. It provides an agenda for the seminar that includes an introduction of Ritetrac, why projects fail, the value of project management, and information on the PMP and CAPM certifications. It discusses the prerequisites, topics covered, and benefits of obtaining the PMP and CAPM certifications for both individuals and organizations.
Triantafyllos Katsarelis is introducing PRiSMTM (Projects Integrating Sustainable Methods), a sustainability-based project management framework. PRiSMTM incorporates tools and methods to balance resources, social responsibility, and green project outcomes. It establishes considerations from various international sustainability standards and focuses on specific areas to apply sustainability to projects. PRiSMTM is comprised of subject matter experts promoting the practical application of sustainable methods through a green project management delivery method and curriculum.
1. The document discusses the state of project management as an established profession, noting major certification bodies like PMI and PRINCE2 and how competence is developed through knowledge, skills, and experience.
2. It argues that many IT project failures stem from not applying best practices and a lack of collective professionalism, despite the field maturing with standards and certifications.
3. The key aspects of project, program, and portfolio management are defined, including their different scopes, success measures, and roles of the managers. The progression from independent to coordinated projects through programs and portfolios is also outlined.
Leonardo Maria Seri | Il PM incontra la proprietà intellettualePMexpo
La protezione degli asset immateriali nella gestione di un progetto in azienda e nella vita di un’attività d’impresa può avere un ruolo importante per conseguire un vantaggio competitivo sul mercato e per tutelare gli investimenti che danno origine alle innovazioni e con cui si costruisce e si coltiva la riconoscibilità di un prodotto o di un brand.
Che si tratti di gestire lo sviluppo e lancio di nuovi prodotti o di nuovi brand, la collaborazione tra imprese per innovare o l'ingresso in nuovi mercati, occorre fare chiarezza su cosa può essere tutelato e con quali strumenti: occorre dunque analizzare, progettare e pianificare la tutela degli asset di proprietà intellettuale nella gestione di progetto, definendone obiettivi e tempi, individuando gli strumenti più adeguati per raggiungere gli scopi prefissati, tenendo in considerazione anche costi e strategie di protezione.
Una corretta pianificazione delle tutele e gestione delle strategie di protezione degli asset di IP consente di porre solide basi per ottenere tutela nei confronti di usurpatori e contraffattori ed è utile per ulteriormente valorizzare i propri asset.
Teresa Iorfida, Paolo Di Marco | Strategia e gestione del portfolio progettiPMexpo
Dallo sviluppo all’implementazione della strategia aziedale attraverso la gestione del portfolio progetti. Approccio multi projects management (Porfolio, Program, Project) e assessment di maturità ISIPM PRADO quale fattore chiave del processo di sviluppo strategico.
Case study:
Settore Farmaceutico e Consumer healthcare
Settore Multiutilities
More Related Content
Similar to PMexpo 2022| Irrinunciabile PMO, vettore di eccellenza nel settore della consulenza
Project Mng Basics Belarusian State University FinalТранслируем.бел
The document provides an overview of project management basics presented by Murat Erkan, a project manager with experience in various industries. It defines what a project is, outlines the benefits of project management, and discusses factors for successful projects. It also summarizes Erkan's background and agenda, which includes describing project manager skills, key processes, knowledge areas, and the evolution of project management as a profession.
تواصل_تطوير
المحاضرة رقم 203
مستشار / محمد خليفة
عنوان المحاضرة
Establish and Operate PMO in AI Era
بناء وتشغيل مكاتب إدارة المشاريع في عصر الذكاء الإصطناعي
يوم السبت 25 فبراير 2023
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0qd-2opzooGtw_oBDiphAYxXezijJEo3WK
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
Project management intro from prince2 foundationbhprabhu
Project Management Introduction with Prince2 methodology . It is utmost important for every management professional to learn basics of project management concepts . enclosed presentation will introduce to basic Project management concepts . I will be happy to assist you further with detailed training and certification if you are interested.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
The Project Management Centre of Excellence (PMCOE) provides project management services, training, and resources to government agencies in British Columbia. The PMCOE team consists of 16 project managers who aim to increase project success rates and internal project management capacity across government. Key services include project support, assigning project managers, a community of practice for knowledge sharing, and training programs on project management methodology and certification. The overall goal is continuous improvement in project outcomes and maturity for the province.
This document discusses the changing landscape of project management and how it is being transformed by the legacy of the 2012 London Olympics. It notes that the success of the Olympics changed perceptions of how professional project management can deliver large-scale projects. It also discusses how there is now greater recognition and demand for project management skills as major infrastructure projects increasingly rely on these methods. The growing and diverse project management profession will be important for addressing future challenges around issues like energy, transportation and development.
The document summarizes key points from a presentation on project management tools and techniques. It discusses the importance of project management and common reasons for project failure. It then outlines several essential project management planning documents and processes, including project charters, work breakdown structures, communication plans, and risk management. The presentation provides templates and examples for these key project management elements.
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.
In Europe and the rest of the world, including Canada, PRINCE2 is the project management methodology of choice. This seminar will provide an overview of the PRINCE2 method and examine the similarities and differences between PMBOK® guide and PRINCE2. It will also suggest how these two project management approaches relate and complement each other, and how PRINCE2 provides added value to a PMBOK® guide knowledgebase.
Talking points agenda:
Why Project Management rules the world?
Why the demand for project professionals is extremely high?
Change through innovation in the form of project
The evident Question: Why managing projects is so Hard?
Learning objectives:
Through this session you will understand and learn the importance of soft skills rather than methodologies as well as “Balancing Project Management Hard Skills and Soft Skills.”
Embedding a project approach - APM Project ArticleDonnie MacNicol
Even consultancies can learn from the discipline of project
management. Donnie MacNicol and Martin O’Neill explain
how they developed a professional project approach at Watson
Wyatt (now Willis Towers Watson) to boost performance.
PRINCE2 is a structured project management methodology used worldwide. This document provides an overview of PRINCE2 and promotes a PRINCE2 certification course offered by HarryBaker Professionals. It summarizes key aspects of PRINCE2 including its history, principles, processes, comparison to PMP, benefits, and certification. It also introduces their lead trainer and provides contact information to sign up for courses.
Siemens is a large global electronics company that employs over 405,000 people worldwide, including 15,612 in the UK. More than 50% of Siemens' revenue comes from projects and programs. PM@Siemens is Siemens' global framework for project management that provides common processes, roles, and lifecycles. Siemens was the first company to achieve APM Corporate Accreditation for its project management training and development program. The PM@Siemens UK Project Management Academy provides training and development programs aligned to the PM@Siemens framework to develop project managers in a consistent manner. Over 1,000 Siemens employees have participated in the training programs through the academy.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd. on Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) certification. It provides an agenda for the seminar which includes an introduction of Ritetrac, why projects fail, the value of project management, demystifying PMP and CAPM, prospects and benefits of certification, how Ritetrac can help individuals become certified, and steps for obtaining certification. The seminar aims to educate attendees on project management best practices and certification.
The document summarizes a seminar presented by Ritetrac Consulting Nigeria Ltd on project management certification. It provides an agenda for the seminar that includes an introduction of Ritetrac, why projects fail, the value of project management, and information on the PMP and CAPM certifications. It discusses the prerequisites, topics covered, and benefits of obtaining the PMP and CAPM certifications for both individuals and organizations.
Triantafyllos Katsarelis is introducing PRiSMTM (Projects Integrating Sustainable Methods), a sustainability-based project management framework. PRiSMTM incorporates tools and methods to balance resources, social responsibility, and green project outcomes. It establishes considerations from various international sustainability standards and focuses on specific areas to apply sustainability to projects. PRiSMTM is comprised of subject matter experts promoting the practical application of sustainable methods through a green project management delivery method and curriculum.
1. The document discusses the state of project management as an established profession, noting major certification bodies like PMI and PRINCE2 and how competence is developed through knowledge, skills, and experience.
2. It argues that many IT project failures stem from not applying best practices and a lack of collective professionalism, despite the field maturing with standards and certifications.
3. The key aspects of project, program, and portfolio management are defined, including their different scopes, success measures, and roles of the managers. The progression from independent to coordinated projects through programs and portfolios is also outlined.
Leonardo Maria Seri | Il PM incontra la proprietà intellettualePMexpo
La protezione degli asset immateriali nella gestione di un progetto in azienda e nella vita di un’attività d’impresa può avere un ruolo importante per conseguire un vantaggio competitivo sul mercato e per tutelare gli investimenti che danno origine alle innovazioni e con cui si costruisce e si coltiva la riconoscibilità di un prodotto o di un brand.
Che si tratti di gestire lo sviluppo e lancio di nuovi prodotti o di nuovi brand, la collaborazione tra imprese per innovare o l'ingresso in nuovi mercati, occorre fare chiarezza su cosa può essere tutelato e con quali strumenti: occorre dunque analizzare, progettare e pianificare la tutela degli asset di proprietà intellettuale nella gestione di progetto, definendone obiettivi e tempi, individuando gli strumenti più adeguati per raggiungere gli scopi prefissati, tenendo in considerazione anche costi e strategie di protezione.
Una corretta pianificazione delle tutele e gestione delle strategie di protezione degli asset di IP consente di porre solide basi per ottenere tutela nei confronti di usurpatori e contraffattori ed è utile per ulteriormente valorizzare i propri asset.
Teresa Iorfida, Paolo Di Marco | Strategia e gestione del portfolio progettiPMexpo
Dallo sviluppo all’implementazione della strategia aziedale attraverso la gestione del portfolio progetti. Approccio multi projects management (Porfolio, Program, Project) e assessment di maturità ISIPM PRADO quale fattore chiave del processo di sviluppo strategico.
Case study:
Settore Farmaceutico e Consumer healthcare
Settore Multiutilities
Claudia Curci | Change Management in sanità. L'esperienza di ASL Roma 1PMexpo
Dopo una iniziale panoramica dello scenario Nazionale e Regionale che impegna la Sanità Italiana nel 2023- 2024 si presenterà l’esperienza di ASL Roma 1 nell’uso dei processi di e-procurement e project management. Il focus sarà su 4 progetti strategici in atto la Cartella Clinica Elettronica (CCE), la digitalizzazione delle Sale Operatorie , le Centrali Operative Territoriali e la migrazione al Cloud.
Per i primi tre si approfondirà il processo di change management confronto ed analisi delle criticità e dei fattori di successo. Per il quarto invece l’importanza della progettazione per sostenere la migrazione al Cloud PSN secondo le direttive del Dipartimento della Transazione Digitale.
Giorgio Lupoi | Stato di maturazione dei servizi di PM nel settore pubblico e...PMexpo
L’adozione del project management è l’elemento chiave per un cambio di paradigma necessario nel mondo delle costruzioni pubbliche che permetta di rispondere all’esigenze della collettività: opere pubbliche con tempi e costi certi.
Nonostante questo assunto sia sempre più vero l’introduzione del PM nelle opere pubbliche ancora fatica.
L’intervento presenta una analisi:
- dell’evoluzione del quadro normativo con il nuovo codice degli appalti;
- della domanda pubblica di servizi di PM nell’ultimo anno.
Vincenza Conteduca, Sabrina Manicini | Project management nei progetti di ric...PMexpo
La grande novità nel panorama scientifico attuale è la medicina di precisione e personalizzata. Il ricercatore traslazionale è un project manager coinvolto nella gestione di molteplici aspetti di un progetto: dalla progettazione alla supervisione scientifica, dalla gestione finanziaria alle strategie di comunicazione.
La ricerca scientifica è un'impresa collettiva che coinvolge un team multidisciplinare e multiprofessionale, che traduce un’idea progettuale in un progetto di indagine scientifica fattibile e di impatto clinico. L’analisi dei progetti con punti di forza e debolezza ed eventuali criticità richiede un attento project management in grado di combinare la spinta creativa e, talvolta, imprevedibile della ricerca scientifica con l'arte di pianificare, organizzare e gestire le componenti di processo per raggiungere gli obiettivi prestabiliti.
Antonio Maria D'Amico | Lo stato d’avanzamento del PNRR e la cultura del Proj...PMexpo
Nel 2023 il PNRR è andato incontro ad una revisione sistemica complessiva che ne ha determinato nuovi obiettivi strategici e nuovi risultati da conseguire. Tale revisione è dovuta ad alcune criticità del programma iniziale, alle nuove priorità di sviluppo del governo in carica, oltre che ad un mutato contesto socio-economico internazionale. Partendo da questi fattori, l’intervento proporrà un bilancio di come la revisione in corso abbia potuto direttamente o indirettamente beneficiare della crescita e dello sviluppo della cultura del Project Management In Italia.
Martin Castrogiovanni, Paolo Di Marco | Lezioni apprese… da un Campione di RugbyPMexpo
Intervista a Martin Castrogiovanni, il Campione di Rugby Italiano che meglio ha rappresentato gli ideali del rugby sia come “gioco” che come “filosofia di vita”, dal 2000 al 2010 come Giocatore e oggi, come Educatore e Coach, anche attraverso la Castro Rugby Academy.
L’intervista sarà condotta dal Senior Trainer ISIPM, Paolo Di Marco, esperto di Project Management e di Management dello Sport.
Pier Luigi Guida, Maurizio Monassi | Lean Thinking, Sostenibilità, Innovazion...PMexpo
L’approccio per processi è sempre vincente! Secondo il messaggio degli autori, senior project manager e spettatori di oltre tre decadi di gestione progetti.
Da circa vent’anni i dirigenti delle grandi aziende sono impegnati in sforzi senza sosta per migliorare le prestazioni del loro business e dei progetti in ottica del “valore”.
I miglioramenti ottenuti su singole attività si sono dimostrati nella pratica insufficienti, e si è finalmente focalizzata la necessità di passare alla soluzione di problemi in ottica di sistemi e di processi in primis, invece di continuare a pensare in ottica sylos e compiti specialistici.
Il project management è stato protagonista di questa evoluzione storica, distillando i migliori concetti dei diversi movimenti e creandone di nuovi.
Il presente vuol costituire un seminario originale, che rivisita un po' la storia, da Taylor e Gantt ai moderni standard, passando per la casa del Lean, la reazione Agile, la nascita di altre specie di project management per la sostenibilità e l’innovazione, fino alla famiglia degli standard ISO 21500, che rendono istituzionale e maturo il project management, idoneo a guidare il nostro mondo fatto di turbolenze e di cambiamenti.
Andrea Bellucci | It’s raining manager_l’evoluzione delle competenze del Sust...PMexpo
Nell’era “pluviale” del PNRR, con la disponibilità di centinaia di miliardi da spendere e trasformare in progetti di valore per compiere la transizione ecologica, nuove competenze manageriali sostenibili si fanno sempre più indispensabili.
Occorre una forte capacità realizzativa, una forte vocazione all’innovazione, con una consapevolezza maggiore alla sostenibilità economica, all’impatto sul lavoro e all’ambiente.
Per questo si deve ragionare in modo ibrido, con competenze “T-Shaped”: orizzontali per gestire i rischi, il cambiamento, le nuove tecnologie, ma soprattutto verticali per utilizzare le risorse finanziarie a disposizione e trasformare i progetti in valore.
Il Sustainability Project Manager deve sviluppare la capacità di “far accadere le cose”, di portare magicamente nuove opportunità finanziarie; deve conoscere i trend rilevanti e le loro implicazioni, essere credibile e operare con una visione sistemica che connetta tutti gli aspetti ambientali, sociali ed economici, gestendo processi e relazioni complesse.
Silvia Maria | Engagement Metrics that MatterPMexpo
The Q12 Gallup survey has emerged as a widely recognized tool for measuring employee engagement. Its twelve core elements provide a framework to assess employees' emotional connection, productivity, and commitment to their work. This abstract reports insights from the Q12 Gallup survey administered to 130 employees of a Ticino company in health-care sector.
Based on that, the proposed approach aims to develop a holistic metric or KPI, to measure and monitor internal stakeholder engagement annually. By utilizing this metric, organizations can gain valuable insights into areas for improvement and actions to put in place, foster a positive work environment, and ultimately enhance overall project performance.
Sustainable Project Management: A multidimensional value-based approachPMexpo
Un progetto sostenibile si concentra sulla creazione e implementazione di strategie che tengano conto in modo equilibrato delle dimensioni economica, sociale e ambientale. La dimensione economica riguarda costi, investimenti e sostenibilità di bilancio, mentre quella sociale si riferisce agli aspetti relazionali di un'organizzazione con il contesto sociale, così come la dimensione ambientale mira a rispettare e proteggere l'ecosistema. Poiché i progetti sostenibili traguardano diversi tipi di valore, si propone un approccio innovativo di gestione del progetto basato proprio sul valore, e che gestisca in modo efficace, tramite indicatori chiave di performance (KPI) specifici, la creazione di valore per gli stakeholder in termini di sostenibilità economica, equità sociale e tutela dell'ambiente.
Luca Cresciullo | Progettazione e realizzazione di ambienti digitali in VRPMexpo
State of flow e progettazione a scopo immersivo. Verranno discusse tutte le pratiche ed attività di design e progettazione mirate alla fusione tra azione e consapevolezza degli utenti, con lo scopo di favorire la più totale immersione durante un’esperienza virtuale nella quale un utente esplora ed interagisce con ambiente digitali.
Aurora Mirabella | Progettare e applicare l’intelligenza artificiale per la C...PMexpo
L’evoluzione della tecnologia porta, inevitabilmente, a chiedersi fino a che punto l’intelligenza artificiale (AI) possa sostituire gli esseri umani in compiti complessi. L’analisi presentata prende in esame la possibile applicazione dell’AI nel mercato dei servizi di pubblica utilità regolamentato da ARERA e precisamente a supporto dello strumento della Conciliazione previsto per la risoluzione delle controversie con operatori e Gestori: l’AI sarà in grado di codificare tutte le variabili legate
all’interazione umana, generando un adeguato livello di fiducia, ed al contempo elaborare proposte transattive corrette ed affidabili?
Roberto Meli | La WBS come strumento di governance economica dei progetti in ...PMexpo
Ogni progetto in outsourcing, che faccia, quindi, ricorso alle dinamiche di mercato, ha quattro momenti cruciali da affrontare con grande cura. La stima da parte del fornitore delle risorse e quindi dei costi/prezzi necessari ad ottenere gli output (se non anche gli outcome) di progetto, la verifica, da parte del cliente, della congruità “ex ante” delle risorse/prezzi richiesti, il controllo degli eventuali cambiamenti di ambito o dei rischi che portano ad una variazione delle risorse/prezzi richiesti e infine la verifica di congruità “ex post” dell’uso delle risorse. Questi ultimi due passi sono necessari solo per le forme contrattuali a misura, nelle quali il corrispettivo è modulato non sul promesso ma sul consegnato.
Esistono due fondamentali approcci per supportare queste 4 attività di management: i modelli di costo parametrici e la Work Breakdown Structure. I primi sono basati su dati empirici raccolti su progetti simili e dati in pasto ad un modellatore umano o di intelligenza artificiale (come una rete neurale o altre tecniche di machine learning), la seconda è uno strumento di pianificazione noto da molto tempo ma anche spesso usato molto male per supportare tali fasi cruciali.
La presentazione si soffermerà ad analizzare questi aspetti presentando buone e cattive prassi di utilizzo di tali strumenti di supporto.
In questo momento storico, in cui il PNRR è ancora un tema di attualità, è assolutamente prioritario affrontare queste fasi con il massimo della efficacia ma anche dimostrabilità in caso di verifiche di organi di controllo le cui conseguenze possono essere drammatiche.
Simone Cascioli, Patrizia Valli | La transizione energetica in LiquigasPMexpo
Liquigas, azienda leader nazionale nella distribuzione di GPL e GNL, prosegue l’impegno per promuovere la sostenibilità attraverso fonti energetiche di transizione e soluzioni innovative, ponendosi l’obiettivo della crescita aziendale all'interno dei nuovi scenari energetici internazionali e raggiungendo zero emissioni di CO2.
Per tale motivo sono stati implementati, per la riduzione delle emissioni di Scope 1 e 2, progetti che coinvolgono la catena del valore della Società e per la riduzione delle emissioni di Scope 3, Liquigas, proiettandosi verso il futuro in un contesto sempre più complesso, ha scelto di investire in progetti innovativi e nella ricerca e sviluppo sui combustibili sostenibili, come il bioGPL e il bioGNL e l'rDME
Antonio Perno | Il sistema di gestione dei progetti nell’Ospedale Pediatrico ...PMexpo
Nel corso degli ultimi anni, l’Ospedale aveva conseguito risultati economici e finanziari non in linea con le aspettative. Per garantire ai propri pazienti il livello di eccellenza clinica-assistenziale aveva attinto a risorse proprie, compromettendo la possibilità di essere sostenibile nel lungo periodo.
Da qui si è avvertita la necessità di un cambio di rotta sostanziale; la sfida manageriale raccolta è stata quella del raggiungimento del pieno equilibrio economico e finanziario, garantendo il mantenimento degli standard qualitativi in termini di assistenza clinica, di ricerca scientifica e di accoglienza.
L’intervento racconta l’esperienza maturata dell’introduzione del sistema di gestione dei progetti all’interno dell’organizzazione, gli ostacoli, le soluzioni adottate e i risultati raggiunti.
Francesco Liguori, Giuliano Liguori | Il Project Manager ai tempi dell'IAPMexpo
L'avvento dell'Intelligenza Artificiale Generativa sta ridefinendo il ruolo del Project Manager. In questa presentazione esploreremo le competenze necessarie al Project Manager 5.0 per gestire progetti complessi integrando efficacemente l'Intelligenza Artificiale. Vedremo come un approccio umano-centrico, che ponga le persone al centro arricchito dalle potenzialità dell'AI, consenta di ottenere risultati migliori. Presenteremo metodologie innovative che uniscono il pensiero analitico umano con la potenza computazionale delle macchine per una gestione di progetto aumentata. L'obiettivo è ispirare una nuova generazione di Project Manager pronti ad affrontare le sfide del futuro.
David Bramini | Gestione strategica del Portfolio Progetti. Orientare l exec...PMexpo
Gestire in modo efficace il Portfolio Progetti può essere reso difficoltoso da svariate disfunzioni organizzative. Tra queste, il sovraccarico rispetto alla reale capacità di esecuzione, è spesso causa di disorientamento, col conseguente dispendio di energie in attività non coerenti con gli obiettivi dell’organizzazione.
Gli OKR (Objective & Key Results) sono un framework che, tra i vari benefici, può essere impiegato insieme ad altri "filtri decisionali" per valutare quali delle tante idee e iniziative che circolano nell'organizzazione sono coerenti con la strategia e meritevoli delle preziose risorse richieste.
Nel talk porterò esperienze di integrazione tra moderne pratiche di gestione del Portfolio e OKR, al fine di consolidare il collegamento tra la strategia aziendale e la sua esecuzione.
Esperienza guidata di auto-valutazione con il modello ISIPM-PradoPMexpo
Il mondo moderno dipende dai progetti. Circa un terzo dell'economia è gestito per mezzo di progetti e, per molte organizzazioni, sono proprio i progetti a garantirne il futuro ed a permettere la sopravvivenza e la crescita. Tale condizione supporta la necessità per tutte le organizzazioni di maturare una competenza nella gestione dei progetti.
Il modello ISIPM-Prado®, strumento proprietario dell’Istituto Italiano di Project Management®, misura in maniera diretta la maturità di project management ed in maniera indiretta la maturità organizzativa ed è attuabile in tutte le realtà organizzative, comprese le PMI.
L’obiettivo del workshop è la compilazione in auto-assessment, guidata da Assessor ISIPM-Prado®, del questionario di 60 domande sul sito www.maturità.isipm.org al fine di quantificare un valore sintetico di maturità generale della propria organizzazione, a sua volta distribuito su 7 dimensioni di analisi:
competenze di project management;
competenze tecniche e contestuali;
competenze comportamentali;
metodologia;
sistema informativo;
allineamento strategico;
struttura organizzativa.
Al termine della compilazione del questionario, gli Assessor ISIPM-Prado® supporteranno una lettura integrata e qualitativa dei valori ottenuti da partecipanti.
N.B: Si richiede ai partecipanti, prima del workshop, di loggarsi sul sito www.maturità.isipm.org e compilare solo l’anagrafica. Il questionario sarà oggetto dell’incontro.
Laurent Louboutin | Embracing the Digital RevolutionPMexpo
Introducing PRINCE2® 7: Responding to the ever-changing landscape of project management, PRINCE2 has evolved with its 7th edition. Since its inception in 1996, PRINCE2 has witnessed six editions, with the latest update in 2017. This new edition embraces the digital revolution, rapid change, and the rise of Agile methodologies. People are now at the core of successful projects, seamlessly integrated into the PRINCE2 method. Additionally, sustainability emerges as a key aspect of project performance, aligning with modern organizational needs. Moreover, a digital and data management approach has been introduced to cater to the evolving demands of project management professionals. Join us as we explore the advancements in PRINCE2® 7 and its relevance in today's dynamic project landscape.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
2. Irrinunciabile PMO, vettore di eccellenza nel
settore della consulenza
ANTONIO BONANNI
KEY POINTS
a. PMExpo Slogan 2022
b. Project Presentation
c. Project Status
3. «Il mondo non ha improvvisamente bisogno di un numero maggiore di progetti. Questi
hanno sempre permeato la storia dell’umanità.
Il mondo ha più bisogno di Project Management, perché il mondo è diventato più rapido
nell’imporci nuovi cambiamenti e noi manager dobbiamo divenire più efficienti nello
spendere le nostre energie mentali per rimanere al passo.»
Il Project Management: scelta strategica improrogabile?
│PMEXPO Slogan 2022
4. PROJECT NAME
Khufu Pyramid(Cheopes)
PROJECT NUMBERS
≃ 100.000 human resources
≃ 20-30 years
≃ 1 Billion Euros
DESIGN Pyramidal shape
≃ 148 metres, Original Height
≃ 920 metres, Perimeter
LOGISTICS ≃ 2.3 million blocks
≃ 5.75-million-ton structure
≃ 300 km, cave distance
PROJECT NAME
Anfiteatro Flavio(Coliseum)
DESIGN Elliptical Amphitheatre
50 metres, Original Height
520 metres, Perimeter
LOGISTIC ≃ 100.000 m3 Travertine
marble
≃ 300 ton Iron structure
≃ 40 km, cave distance
PROJECT NUMBERS
≃ 30.000 human resources
≃ 8 years (72 A.D. – 80 A.D.)
≃ 340 Million Euros
PROJECT NAME
ὀλυμπιάς
(Ancient olimpic games)
PROJECT NUMBERS
Thousands of people
6 days (every 4 years)
OBJECTIVES Political – Cultural function
; Truce, Ceasefire
TIME
Rome – Italy
80 A.D.
Giza - Egypt
3000 b.C.
Olimpia – Greece
776 A.D.
5. PROJECT NAME
Apollo 11
Mare Tranquillitatis - Moon
July 20, 1969
PROJECT NUMBERS
≃ 3,7 Billion* of Stakeholders
≃ 400.000 Human Resources
≃ 8 years
≃ 25 - 28 Billion Euros
OBJECTIVES
First landed humans (2) on the Moon
Moon soil analysis
NUMBERS
696.800 km, Earth – Moon – Earth
2:30:31,
Time outside Eagle
21:31:40, Time on Moon
8 days , 3 hours and 18 minutes
* World Population 1969
6. più bisogno di Project Management
il mondo è diventato più rapido nell’imporci nuovi cambiamenti
manager
Si, lo è.
Il Project Management: scelta strategica improrogabile?
│PMEXPO Slogan 2022
7. ►Incrementare i rapporti e le relazioni tra i
Project Manager
►Massimizzare l’utilizzo, la condivisione, e la memoria delle
competenze trasversali e multidisciplinari acquisite dai
Project Manager
│PROJECT presentation
Irrinunciabile PMO,
vettore di eccellenza nel settore della consulenza
Consulting
Firm
VISION
►Incrementare i rapporti e le
relazioni tra i Project Manager
►Massimizzare l’utilizzo, la condivisione, e la
memoria delle competenze trasversali e
multidisciplinari acquisite dai Project Manager
VISION
8. INTERNATIONAL
FOOTPRINT IN MAJOR
TALENT HUBS
12
Countries
23
Offices
2000 Eindhoven
2010 Utrecht
2014 Brussels
2015 Paris
2016 Milan | Madrid | Rome | Turin
2017 Delft | Dubai
2018 Göteborg | Skövde | Montreal
Porto | Sophia Antipolis | Toulouse
2019 Enschede | New York
2020 Stockholm
2021 Groningen
Luxemburg
2022 Bucharest, Geleen
1730+
Employeneurs
Deloitte Best
Managed Companies
awards
TMC winner in the
category ‘Strategy’
9. LONG-TERM EMPLOYMENT
The best of both worlds: combining a secure income with the benefits
of entrepreneurship
PROFIT SHARING &
FULL TRANSPARANCY
Stimulate employee engagement and entrepreneurship
YOUNIVERSITY
Training & coaching
ENTREPRENEURIAL LAB
Stimulate innovation and entrepreneurship
SPECIALIZED EXPERTISE CELLS
Highly educated, niche talent and deep technological expertise
TMC DISRUPTS
THE TECH AND
R&D CONSULTING
MARKET
with its unique Employeneurship model
10. PORTFOLIO CLIENTS
Technology
Executives
Application
Lifecycle
management
Chemical Civil Engineer Data Science Electronics
Field Services
High Tech
Systems
Industrial
Automation
Life Science
Manufacturing
Support
Mechanical
Mechatronics Nanotechnology New production Physics Software Test & Integration
Best-in-class technological expertise with the brightest minds
AREAS OF EXPERTISE
Project
Management
Office
11. 1. PROJECT DEFINITION
3. PROJECT PRODUCT DESCRIPTION
4. PROJECT APPROACH
5. PROJECT MANAGEMENT TEAM STRUCTURE
2. OUTLINE BUSINESS CASE
7. REFERENCES
6. ROLE DESCRIPTION
|PROJECT
BRIEF
| CONTENTS
12. │1.1 BACKGROUND
What is a
PMO?
│ PMI ® “an organizational body or entity assigned various responsibilities related to the
centralized and coordinated management of those projects under its domain. The responsibilities of
the PMO can range from providing project management support functions to actually being
responsible for the direct management of a project”
│ IPMA ® “it defines the strategy and the goals for all project management-related development
activities, supports the development through coaching, mentoring or training and enables the
collective of all individuals involved in projects and programmes. External experts such as
consultants and coaches could be involved to make the most out of existing experiences”
|1.PROJECT
DEFINITION
13. WORLDWIDE
STATUS?
│ WELLINGTONE®
2020
89% of organizations now have at least one project management o ce (PMO),
and 50% have more than one.
50%
39%
9%
2%
PMO
MULTIPLE PMOs
NO PMO
DO NOT KNOW
Approximately, there were 6% more organizations with
a project management office (PMO) in 2020 (89%) than in
2019 (83%)
83%
89%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2019 2020
INCREASE
14. │ PMSolutions®202
1
Project management offices remain more popular among larger firms. 95% of
large firms (>$1B revenue) reported having dedicated PMOs, either in specific
departments or across the entire organization. In contrast, only 75% of small
firms (<$100M in revenue) had dedicated PMOs.
│ PMI® 2018 68% - more than 2/3rd - of organizations in PMI's annual survey said that they
used outsourced or contract project managers in 2018.
68%
32%
External
Internal
WORLDWIDE
STATUS?
15. Standardized
TOOLS & METHODS
Time Mgt, Cost Mgt, Quality
Mgt, Risk Mgt, Stakeholder
Mgt, ect.
Continuous
MONITORING &
CONTROL
Time Mgt, Cost Mgt, Quality
Mgt, Risk Mgt, Stakeholder
Mgt, ect.
Approach SHARING
Ideas, Point o view,
Changes, etc.
Continuous
TRAINING
Best Practices reviews,
Workshop, Course, etc.
4
PRINCIPLES
16. To introduce a Project Management Office (PMO) into
the current TMC Organizational Governance
What are the
PROJECT OBJECTIVES ?
│1.2 PROJECT OBJECTIVES
|1.PROJECT DEFINITION
17. How this project aims to
introduce the Product PMO?
THE PRODUCT
LET’S FOCUS ON
What are the
PROJECT OBJECTIVES ?
│1.2 PROJECT OBJECTIVES
|1.PROJECT DEFINITION
18. TMC PMO INTERNATIONAL BEST PRACTICES C.A.
TMC PMO CONTINOUS IMPROVEMENT C.A.
TMC PMO PROJECTS GOVERNANCE C.A.
TMC PMO QUALITY ASSURANCE C.A.
TMC PMO TOOLS & METHODS C.A.
TMC PMO PROJECT MANAGEMENT MATURITY C.A.
TMC PMO TECHNOLOGY LESSON LEARNED C.A.
7 COMPETENCE AREAS (C.A.)
Where in the
GOVERNANCE?
│1.2 PROJECT
OBJECTIVES.PRODUCT
|1.PROJECT DEFINITION
19. |1.PROJECT DEFINITION
Accountable C.A. for being continuous updated, informed and connected to the main International
Best Practices worldwide status
Accountable C.A. to maintain a high level of competences in PMgt hard & soft skills to all PMO
members.
Accountable C.A. to conduct a high level Monitoring & Control on how the PMs @Client’s Project in
order to grant the TMC PMO Project Management Approaches
Accountable C.A. to conduct a Monitoring & Control on how the PMO members use the TMC PMO
Project Management Approaches
Accountable C.A. to update, review and adapt a set of T&M to be shared with all PM consultants in
order to satisfy client’s multidisciplinary business Project Management consultancies
Accountable C.A. for being continuous updated and informed to the main International Best Practices
of PMgt-Maturity. To conduct Internal and External Assessments on PMgt - Maturity
Accountable C.A. to create, update, review and adapt a set of Lesson Learned from different Business
Technical Areas during all the Project-Consultancies lives. Keep updated T&M internal C.A.
KEY COMPETENCE
TMC PMO INTERNATIONAL BEST PRACTICES C.A.
TMC PMO CONTINOUS IMPROVEMENT C.A.
TMC PMO PROJECTS GOVERNANCE C.A.
TMC PMO QUALITY ASSURANCE C.A.
TMC PMO TOOLS & METHODS C.A.
TMC PMO PROJECT MANAGEMENT MATURITY C.A.
TMC PMO TECHNOLOGY LESSON LEARNED C.A.
│1.2 PROJECT
OBJECTIVES.PRODUCT
22. TMC PMO INTERNATIONAL BEST PRACTICES C.A.
TMC PMO CONTINOUS IMPROVEMENT C.A.
TMC PMO TOOLS & METHODS C.A.
C.A. GROUP
1. Continuous TRAINING
2. Approach SHARING
3. Standardized TOOLS &
METHODS
4. Continuous MONITORING &
CONTROL
TMC PMO PROJECT MANAGEMENT MATURITY C.A.
C.A. GROUP
1. Approach SHARING
2. Continuous MONITORING &
CONTROL
C.A. GROUP
1. Approach SHARING
2. Standardized TOOLS &
METHODS
3. Continuous MONITORING &
CONTROL
TMC PMO PROJECTS GOVERNANCE C.A.
TMC PMO QUALITY ASSURANCE C.A.
TMC PMO TECHNOLOGY LESSON LEARNED C.A.
OPERATIVE CONNECTIONS
/SHARING
ASSESSMEN
TS
ASSESSMEN
TS
PMs
@CLIENT
PROJECTs
ASSESSMENTS
│1.2 PROJECT
OBJECTIVES.PRODUCT
C.A. GROUP CONNECTIONS
23. Continuous
TRAINING
Executive courses on
specific International Best
Practices required for each
member of the PMO:
• Internally Provided
• Business Schools
Provided
Approach SHARING
Scheduled meetings to
share and talk about latest
news about Best Practices
(BP):
• Accountable Person for
each BP
• Yearly/Monthly internal
workshops
Standardized
TOOLS &
METHODS
• Study different
Best Practices
T&M
• Create, improve
and propose
Tools and
Methods
• Refer to the latest
papers
• Refer to Projects
Lesson Learned
(𝞫)
Continuous
MONITORING &
CONTROL
Monitor and Control
the worldwide change
and news about
Project Management
Best Practices(BP):
• Accountable Person
for each BP
• Refer to the latest
international events
B.V. GROUP
𝞫
TMC PMO
TECHNOLOGY
LESSON LEARNED
C.A.
TMC PMO INTERNATIONAL BEST PRACTICES C.A.
TMC PMO CONTINOUS IMPROVEMENT C.A.
TMC PMO TOOLS & METHODS C.A.
C.A. GROUP
1. Continuous TRAINING
2. Approach SHARING
3. Standardized TOOLS & METHODS
4. Continuous MONITORING &
CONTROL
│1.2 PROJECT
OBJECTIVES.PRODUCT
𝞬 C.A. GROUP
24. │1.2 PROJECT
OBJECTIVES.PRODUCT
𝞫 C.A. GROUP
TMC PMO PROJECTS GOVERNANCE C.A.
TMC PMO TECHNOLOGY LESSON LEARNED C.A.
TMC PMO QUALITY ASSURANCE C.A.
C.A. GROUP
1. Approach SHARING
2. Standardized TOOLS & METHODS
3. Continuous MONITORING &
CONTROL
Approach SHARING
Scheduled meetings
between PMO and relative
PMs involved in
Consultancy:
• Accountable PMO
Member for each
Business Area
• Weekly/Monthly internal
meetings
Standardized
TOOLS &
METHODS
• Understand
Clients
Approaches and
T&M of Project
Management
• Create, improve
and propose T&M
• Create T&M
Lesson Learned
Continuous
MONITORING &
CONTROL
Monitor and Control
• PM @Client Project
• PMO Support
Activities (Internal
Quality Assurance)
B.V. GROUP
𝞬
TMC PMO
TOOLS &
METHODS C.A..
PMs
@CLIENT
PROJECTs
PMs
@CLIENT
PROJECTs
25. │1.2 PROJECT
OBJECTIVES.PRODUCT
𝞪 C.A. GROUP
TMC PMO PROJECT MANAGEMENT MATURITY C.A.
C.A. GROUP
1. Approach SHARING
2. Continuous MONITORING &
CONTROL
Approach SHARING
Sharing of entire PMO
documentation:
• C.A. GROUP 𝞬
• C.A. GROUP 𝞫
Continuous
MONITORING &
CONTROL
Unofficial and Official
Assessments:
• C.A. GROUP 𝞬
• C.A. GROUP 𝞫
Monitor worldwide
best Maturity Models
to apply
B.V. GROUP
B.V. GROUP
B.V. GROUP
B.V. GROUP
Project Management
Maturity Models PMs
@CLIENT
PROJECTs
26. ACCOUNTA
BLE
RESPONSIB
LE
CONSULTE
D
TMC PMO INTERNATIONAL BEST PRACTICES C.A.
TMC PMO CONTINOUS IMPROVEMENT C.A.
TMC PMO TOOLS & METHODS C.A.
C.A. GROUP
1. Continuous TRAINING
2. Approach SHARING
3. Standardized TOOLS &
METHODS
4. Continuous MONITORING &
CONTROL
TMC PMO PROJECT MANAGEMENT MATURITY C.A.
C.A. GROUP
1. Approach SHARING
2. Continuous MONITORING &
CONTROL
C.A. GROUP
1. Approach SHARING
2. Standardized TOOLS &
METHODS
3. Continuous MONITORING &
CONTROL
TMC PMO PROJECTS GOVERNANCE C.A.
TMC PMO QUALITY ASSURANCE C.A.
TMC PMO TECHNOLOGY LESSON LEARNED C.A.
𝞫
2
𝞪1
𝞫1
𝞬2
𝞫3
𝞬
𝞫1
𝞬
𝞫
2
𝞬
𝞫
2
𝞬1
𝞬3 𝞫
𝞬2
𝞬1
𝞬2 𝞬3
𝞬1
𝞬2 𝞬3
𝞬1
𝞬2 𝞬3
28. What are the
PROJECT OBJECTIVES ?
How this project aims to
introduce the Product PMO?
HOW ?
LET’S FOCUS ON
│1.2 PROJECT OBJECTIVES
|1.PROJECT DEFINITION
PROJECT
MANAGEMENT
ACTIVITIES OF…
32. │1.2 PROJECT
OBJECTIVES.PROJECT
SCHEDULE MANAGEMENT
TODAY TOMORROW
PROJECT LIFE
CURRENT
OPERATION
( )
CURRENT OPERATION
+
PROJECT LIFE
FUTURE
OPERATION
PROJECT OFFICIAL START
CASE STUDY
PROJECT PRESENTION
Pre-PROJECT
DISCUSSION
PHASE 0
34. │1.2 PROJECT
OBJECTIVES.PROJECT
SCHEDULE MANAGEMENT
)
PRODUCT
PMO
TOMORROW
FUTURE
OPERATION
TMC PMO INTERNATIONAL BEST PRACTICES C.A.
TMC PMO CONTINOUS IMPROVEMENT C.A.
TMC PMO TOOLS & METHODS C.A.
C.A. GROUP
TMC PMO PROJECT MANAGEMENT MATURITY C.A.
C.A. GROUP
C.A. GROUP
TMC PMO PROJECTS GOVERNANCE C.A.
TMC PMO QUALITY ASSURANCE C.A.
TMC PMO TECHNOLOGY LESSON LEARNED C.A.
PHASE 4 : PMO part of TMC GOVERNANCE
35. TOMORROW
PROJECT LIFE
( )
CURRENT OPERATION + PROJECT LIFE FUTURE OPERATION
PHASE 0 PHASE 1 PHASE 2 PHASE 3 PHASE 4
31 weeks
• Phase1: 13 weeks
• Phase2: 8 weeks
• Phase3: 10 weeks
71 weeks
ABT 1 year and 4 months
PROJECT OFFICIAL START
10 October 2022
PRODUCT PMO
15 May 2023
│1.2 PROJECT
OBJECTIVES.PROJECT
SCHEDULE MANAGEMENT
TODAY
CURRENT OPERATION
36. │1.3 DESIRED
OUTCOMES
|1.PROJECT DEFINITION
Output, Outcomes and
PROJECT BENEFITS ?
OUTPUT
(THE PRODUCT PMO)
BUSINESS
CHANGE
DESIRED
OUTCOMES BENEFITS
STRATEGIC
OBJECTIVES
│ OUTPUT: the specialist products in the project
│ OUTCOME: the result of the change derived from using the outputs
│ BENEFIT: The Measurable Improvement resulting from an outcome
37. │1.3 DESIRED
OUTCOMES
|1.PROJECT DEFINITION
1. Improving of Project Manager-Consultants knowledge on Project Management (hard and soft
skills)
2. Improving of Project Manager-Consultants effectiveness in their external activities
3. Improving of TMC Project Management-Maturity (through official path)
4. TMC could have and propose a set of very high-skilled consultants in multidisciplinary
business areas
5. TMC could be a national reference point (benchmark) in Project Management-Consultancy
what are the
PROJECT OUTCOMES ?
38. And…what are the
PROJECT BENEFITS ?
│1.3 DESIRED
OUTCOMES
|1.PROJECT DEFINITION
1. Improving of Project Manager-Consultants knowledge on Project Management (hard and soft
skills)
2. Improving of Project Manager-Consultants effectiveness in their external activities
3. Improving of TMC Project Management-Maturity (through official path)
CLIENTS SATISFACION
INCREASE
39. And…what are the
PROJECT BENEFITS ?
│1.3 DESIRED
OUTCOMES
|1.PROJECT DEFINITION
3. Improving of TMC Project Management-Maturity (through official path)
4. TMC could have and propose a set of very high-skilled consultants in multidisciplinary
business areas
5. TMC could be a national reference point (benchmark) in Project Management-Consultancy
TMC MARKET APPEAL
INCREASE
40. SECOND CHECK
FIRST CHECK
│1.3 DESIRED
OUTCOMES
|1.PROJECT DEFINITION
1. To Increase Clients Satisfaction
2. To Increase TMC Market Appeal
TODAY PROJECT LIFE
( )
CURRENT OPERATION + PROJECT LIFE FUTURE OPERATION
PHASE 0 PHASE 1 PHASE 2 PHASE 3 PHASE 4
ON-GOING CHECKS
(Periodically)
And…how could we measure
the
PROJECT BENEFITS ? TOMORROW
CURRENT OPERATION
41. SECOND CHECK
│1.3 DESIRED
OUTCOMES
|1.PROJECT DEFINITION
1. To Increase
Clients Satisfaction
And…how could we measure
the
PROJECT BENEFITS ?
│ TMC’s client has to be interviewed by using a Satisfaction Questionnaire (KPIs)
CHECK CONTENTS
⇨ KPIs Checks have to be compared
│ PMgt Maturity Assessment has to be conducted
⇨ PMgt Maturity Levels has to be compared
TODAY PROJECT LIFE
( )
CURRENT OPERATION + PROJECT LIFE
PHASE 0 PHASE 1 PHASE 2 PHASE 3 PHASE 4
FIRST CHECK ON-GOING CHECKS
(Periodically)
TOMORROW
CURRENT OPERATION FUTURE OPERATION
FIRST CHECK
42. SECOND CHECK
SECOND CHECK
FIRST CHECK
│1.3 DESIRED
OUTCOMES
|1.PROJECT DEFINITION
And…how could we measure
the
PROJECT BENEFITS ?
│ Monitor, check and Compare the number/percentage of PMgt Consultancy requests
│ PMgt Maturity Assessment has to be conducted
⇨ PMgt Maturity Levels has to be compared
TODAY PROJECT LIFE
( )
PHASE 0 PHASE 1 PHASE 2 PHASE 3 PHASE 4
ON-GOING CHECKS
(Periodically)
TOMORROW
CURRENT OPERATION
2. To Increase
TMC Market Appeal
│ Share and post officially the PMgt Maturity Level on National Register
FUTURE OPERATION
CHECK CONTENTS
CURRENT OPERATION + PROJECT LIFE
43. │ PROJECT MANAGEMENT MATURITY
MODELS PMMM
“ The purpose of a project management
maturity model is to provide a model of
progressive improvement in project
management systems and processes that can be
used to assess an organization’s capabilities and
to provide an improvement path. In recent
years, many organizations have developed
project management maturity models. In fact,
there are currently 27 models ”
│ PMI ®
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
45. │ PROJECT MANAGEMENT MATURITY
MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
RILEVAZIONE
DEL GRADO DI
MATURITA’
ANALISI DEI
RISULTATI
PIANIFICAZIONE
DEL
MIGLIORAMENTO
ESECUZIONE
PIANO
NUOVA
RILEVAZIONE
│ RILEVAZIONE DEL GRADO DI MATURITA’: Somministrazione assessment per valutazione del grado di maturità
│ ANALISI DEI RISULTATI: Identificazione degli aspetti critici e dei punti di forza
│ PIANIFICAZIONE DEL MIGLIORAMENTO: Definizione di un piano qualitativo/quantitativo di miglioramento
│ ESECUZIONE PIANO : Attuazione del piano di miglioramento
│ NUOVA RILEVAZIONE : Somministrazione assessment per valutazione impatti del piano
VALUTAZIONE PIANIFICAZIONE ED ESECUZIONE CONTROLLO
GATE 1 GATE 2
46. │ PROJECT MANAGEMENT MATURITY
MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
RILEVAZIONE
DEL GRADO DI
MATURITA’
ANALISI DEI
RISULTATI
PIANIFICAZIONE
DEL
MIGLIORAMENTO
ESECUZIONE
PIANO
NUOVA
RILEVAZIONE
VALUTAZIONE PIANIFICAZIONE ED ESECUZIONE CONTROLLO
GATE 1 GATE 2
PHASE 1 PHASE 2 PHASE 3
FIRST
CHECK
RESULTS
SECOND
CHECK
RESULTS
47. │ PROJECT MANAGEMENT MATURITY
MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
│ QUESTIONARIO di 60 domande
│ I LIVELLI di maturità sono 4 (dal livello 2 al livello 5)
│ Le 60 domande sono distribuite sui livelli 2,3,4 e 5 (ciascuno corrispondente a 15 domande del
questionario)
│ Le DIMENSIONI di analisi sono 7 e agiscono in maniera trasversale e con impatto crescente, sui 5
livelli di maturità
│ Il VALORE SINTETICO DI MATURITÀ è espresso con un coefficiente da 1 a 5 che permette di misurare
la maturità̀ dell’organizzazione
48. │ PROJECT MANAGEMENT MATURITY
MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
RILEVAZIONE DEL GRADO DI MATURITA’
VALUTAZIONE
1 2 3 4 5
60
Domande
1
2
3
4
5
6
7
La parte di immagine con
ID relazione rId4 non è
stata trovata nel file.
5
4
3
2
1
2,3
7 DIMENSIONI
5 LIVELLI
49. │ PROJECT MANAGEMENT MATURITY
MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
5
4
3
2
1
2,3
VALUTAZIONE CONFRONTO E PUBBLICAZIONE SUL REGISTRO NAZIONALE
│ Al 2022 il registro Nazionale Italiano conta 102
Società che sono state oggetto di valutazione
della propria Maturità di PMgt
│ Numero rispondenti: 102 (+6% VS 2020*)
│ Valore medio di maturità: 2,7 (+4% VS 2020**)
*+44% VS 2019
**-4% VS 2019
50. │ PROJECT MANAGEMENT MATURITY
MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
│ Valore medio di maturità
nazionale:
2,7
23%
43%
25%
9%
28%
40%
23%
9%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Livello 1 Livello 2 Livello 3 Livello 4 Livello 5
│ Ad oggi, si stima che le
grandi società con un
livello di maturità
massimo (rispetto ai vari
modelli) siano circa
10
@2020
51. │ PROJECT MANAGEMENT MATURITY
MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
81%
14%
5%
DISTRIBUZIONE PARTECIPANTI PER
TIPOLOGIA DI ORGANIZZAZIONE
Società del SETTORE
PRIVATO
GOVERNO:
Amministrazione
indiretta
GOVERNO:
Amministrazione
direta
2.7
1.6
2.6
2.7
1.6
2.7
0
0.5
1
1.5
2
2.5
3
Società del SETTORE PRIVATO GOVERNO: Amministrazione
indiretta
GOVERNO: Amministrazione
direta
8% - 14% - 78% @2020
@2020
53. │ PROJECT MANAGEMENT MATURITY
MODELS PMMM
LET’S FOCUS ON…
Project
Management
Maturity
Models
C.A.
GROUP
No PMO Da meno di 1 anno Da 1 a 2 anni Da 2 a 5 anni Da oltre 5 anni
Media di Valore maturità 2.0 1.9 2.2 2.7 3.1
Conteggio di Utente 15% 2% 12% 16% 52%
C.U. 2020 61% 2% 7% 11% 18%
2.0
1.9
2.2
2.7
3.1
15%
2%
12%
16%
52%
61%
2%
7%
11%
18%
-10%
0%
10%
20%
30%
40%
50%
60%
70%
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
LIVELLO DI MATURITÀ MEDIO IN RELAZIONE ALLA PRESENZA DEL PMO
│ Valore medio
di maturità
nazionale:
2,7
@2020
56. PHASE 1 PHASE 2 PHASE 3 PHASE 4
PROJECT OFFICIAL START
10 October 2022
OPERATIVE PMO
15 May 2023
updated @30 September 2022
│Project Status
PHASE 0
@STATUS TODAY
@STATUS (30 Sept)
│ Phase: Phase 0
│ Since the start (Vision): 70 weeks (ABT 1 year, 4 months)
│ To the Project Start: 1 week
@TODAY (14 Oct)
│ Phase: Phase 1
│ Project Week: Week 1
│ To the Project End: 30 weeks
57. updated @30 September 2022
│Project Status
PHASE 0
◇ Presentato il Project Brief al Board TMC Italia (BTI)
27 April 2022
◆ Il BTI autorizza ufficialmente il progetto
28 April 2022
◇ Il BTI inserisce la presentazione del progetto all’interno dell’agenda per l’evento annuale di presentazione dei risultati aziendali
23 June 2022
◆ Vision
May 2021
◆ Il progetto viene presentato per la prima volta a tutti i dipendenti TMC Italia durante l’evento annuale di presentazione dei risultati aziendali
06 July 2022
◆ ‘Initiation Day’ – Evento organizzato per presentare nel dettaglio il progetto a tutti i dipendenti TMC Italia
20 July 2022
◇ Apertura prima raccolta candidature per il progetto e per lo stesso PMO
25 July 2022
◇ Chiusura prima raccolta candidature per il progetto e per lo stesso PMO
02 August 2022
◇ Inizio campagna interna di sensibilizzazione e raccolta adesioni per il progetto e per l’evento ufficiale di presentazione ‘Initiation Day’
08 July 2022
◇ Presentazione, al BTI, delle adesioni e delle candidature per il progetto e per lo stesso PMO
03 August 2022
◆ Presentazione, ai candidati, dei risultati e della configurazione dei ruoli di progetto ideata e approvata dal BTI
08 August 2022
May (’21) April June July August
58. 12
28
5
40 Partecipanti evento di lancio
In sede
Da remoto
Non interessati
updated @30 September 2022
│Project Status
20
25
Esperienza in Project Management
Avevano svolto
attivita' di PMgt
Non avevano svolto
attivita' di PMgt
59. 10
6
2
18 Feedback Positivi
Candidati
Supporto /
Candidatura futura
Interesse senza
supporto
updated @30 September 2022
│Project Status
40
20
18
0
5
10
15
20
25
30
35
40
45
Partecipanti all'evento di lancio Con esperienza in PMgt Feedback Positivi
Confronto Partecipanti e Candidature
60. updated @30 September 2022
│Project Status
Gruppo ALPHA Gruppo BETA Gruppo GAMMA
Candidature per ruolo 2 4 4
Risorse Minime per ruolo 1 2 4
2
4 4
1
2
4
0
1
2
3
4
5
6
PMO: Confronto tra Risorse Minime Necessarie per ruolo e Candidature
OK
61. updated @30 September 2022
│Project Status
PM Supporto PM Project Team
Candidature per ruolo 3 3 4
Risorse Minime per ruolo 1 1 5
3 3
4
1
1
5
0
1
2
3
4
5
6
PROGETTO: Confronto tra Risorse Minime Necessarie per ruolo e Candidature
Troppe candidature come PM
«ISSUE»
63. updated @30 September 2022
│Project Status
PM Supporto PM Project Team
Candidature per ruolo 3 3 4
Risorse Minime per ruolo 1 1 5
3 3
4
1
1
5
0
1
2
3
4
5
6
Confronto tra Risorse Minime Necessarie per ruolo
e Candidature
PROJECT LIFE
CURRENT OPERATION
+
PROJECT LIFE
PHASE 1
PHASE 2
(
PER FASE
PROJECT OFFICIAL START
PRODUCT
PMO
PHASE 3
PM Supporto PM Project Team
Candidature per ruolo 1 1 8
Risorse Minime per ruolo 1 1 5
1 1
8
1 1
5
0
1
2
3
4
5
6
7
8
9
Confronto tra Risorse Minime Necessarie per ruolo
e Candidature
)