SlideShare a Scribd company logo
EPG - Enterprise Project Governance:
                 A Guide to the
        Successful Management of Projects
             Across the Organization

                       Session PBM04



Paul C. Dinsmore, PMI Fellow
Dinsmore Associates

                               “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                               ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Presenter: Paul Dinsmore

• President of Dinsmore Associates, international
  consulting and training company with headquarters in
  Rio de Janeiro, Brazil
• PMI Fellow since 1994
• Author of 20 books on management
  and project management




                               “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                               ©2012 Permission is granted to PMI for PMI® Marketplace use only.         2
Presentation Based on




*Released April, 2012. Amacom, NY



                                    “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                                    ©2012 Permission is granted to PMI for PMI® Marketplace use only.
We´ll Discuss...


• Evolution of Project Management
• The EPG Model
• Case studies: CERN x SSC and Big Pharma
• The EPG Plan
• Implementation Approaches




                    “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                    ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Change, Evolution and Projects

•   Adam and Eve
•   Khufu
•   Leonardo da Vinci
•   John Kennedy




             “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
             ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Analogy with
Quality Management

 • Quality Control
 • Quality Engineering
 • Deming and Juran
 • Quality Assurance
 • Six Sigma
 • Quality Awards
 • Total Quality (TQM)



        “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
        ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Evolution of Project Management
   •   Single Projects
   •   Network planning ( PERT-CPM-PDM)
   •   Software
   •   Multiple projects and Programs
   •   Portfolios
   •   PMOs
   •   CPMOs
   •   Enterprise Project Governance




                “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                ©2012 Permission is granted to PMI for PMI® Marketplace use only.
EPG – A MODEL FOR
PROJECTIZING ORGANIZATIONS


              “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
              ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Present Scenario

• World economy in slump
  with countries in trouble: Southern Europe
• Companies under increased pressure to
  produce faster, cheaper, better
• Constant search to improve overall
  productivity
• Since Sarbanes Oxley, Governance seen as
  partial solution for improving performance

                           “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                           ©2012 Permission is granted to PMI for PMI® Marketplace use only.
What is Enterprise Project Governance ?


           An umbrella held by upper
           management that guarantees
           projects are:
         • Aligned with overall strategy
         • Balanced with corporate priorities
         • Consistent with established objectives


                       “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                       ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Components
of EPG




             “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
             ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Strategic Alignment


Effective EPG requires:


• Strategic direction understood by the organization
• Permanent monitoring of strategy implementation
  through project management



                             “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                             ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Implementation
 of Strategy
Through EPG




                 “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                 ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Risk Management


• Directing, including planning and
  strategic integration
• Implementating of standards and guidelines through
  training
• Executing, including registering, retrieving and
  reporting
• Controle & Improvement of progress, lessons learned


                             “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                             ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Portfolio Management

      “The right combination
      of the right projects”

This requires:
   • Balance among the projects competing for resources
   • Criteria for prioritizing projects




                               “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                               ©2012 Permission is granted to PMI for PMI® Marketplace use only.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Organizing for EPG

   Organizing for EPG is based on
   four pillars:
         • Governance
         • Competency
         • Processes
         • Culture




                       “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                       ©2012 Permission is granted to PMI for PMI® Marketplace use only.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Internal Stakeholders




            “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
            ©2012 Permission is granted to PMI for PMI® Marketplace use only.
EPG Performance Evaluation

• Establish performance topics
• Identify KPFs
• Create performance indicators
• Assign accountabilities
• Report performance




                             “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                             ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Transformation via
Change Management


• EPG Objective: scope e vision
• Interactions: relationships and communication
• Organization: structure, roles
  and responsibilities
• Processes: information, methodology, control



                             “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                             ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Why Implement EPG?

 • Market demand
 • Technological advances
 • Shareholder demand
 • Governamental requirements
 • Need to innovate



                            “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                            ©2012 Permission is granted to PMI for PMI® Marketplace use only.
When to Implement EPG?


• External pressure for more effective
   delivery of projects across the enterprise.
• Internal dissatisfaction with the status quo.
• A viable plan
• Leadership capability



                           “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                           ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Where to Implement EPG?


In a fertile setting with favorable stakeholders:

• Preferably at a high level in the organization, or

• In a business unit experiencing project difficulties
where managment is searching for solutions




                           “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                           ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Governance is key to Project
   Success or Failure




CERN – European Organization for Nuclear
Research - Switzerland

“Superconducting Super Collider” – Texas, USA
                             “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                             ©2012 Permission is granted to PMI for PMI® Marketplace use only.
In July, 2012, CERN announced the discovery of the
Higgs boson, known in the media as the “God particle”.




                            “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                            ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Big Pharma: The Challenge




• Expiration of patents
• Broken patents
• Need to change focus: develop projects aimed at re-
  organization, and processes, with commercial slant
• R&D projects decreasing in profitability

                                “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                                ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Big Pharma: Some Adjustments




      • CPMOs operating at high levels
      • Increased emphasis on training in PM
      • Programs aimed at creating a PM culture


                        “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                        ©2012 Permission is granted to PMI for PMI® Marketplace use only.
The EPG Plan: The Road to
              Transformation and Success
• Context & Culture
• Directing
• Strategy alignment
• Risk Management
• Portfolio Management
• Structure, Roles and Responsibilities
                                    • Decision-making Processes
                                        • Stakeholder Management
                                              • Performance Evaluation
                                                                    • Transformation
                                                                               • Information

                                   “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                                   ©2012 Permission is granted to PMI for PMI® Marketplace use only.
The Plan




           “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
           ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Three Approaches

• Board
• CEO
• Bottom UP




                   “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                   ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Board- Sponsored EPG


Applicable in some organizations, through ad hoc
  committees, such as:
• “Strategic Planning and Implementation”
• “Oversight of Strategic Initiatives ”
• “Strategic Product Development”
• “Special Events and Programs.”




                           “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                           ©2012 Permission is granted to PMI for PMI® Marketplace use only.
How the Board Can Influence


• Require project prioritization criteria
• Promote EPG implementation
• Provide oversight (without micro-managing)
• Insist on periodic evaluations of project management
  maturity.




                          “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                          ©2012 Permission is granted to PMI for PMI® Marketplace use only.
CEO-Sponsored EPG

      Responsible for interface between company strategists
      and the implementers. Here are 3 organizational
      approaches:


• Chief Project Officer: C-level responsibility for projects
• Corporate PMO: strategic-level project management office
• Program Office: responsible for strategic and multiple
  projects



                                 “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                                 ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Bottom Up Approach

Some ideas:
• Intensify training programs in project management across
  the organization
• Stimulate use of project management in all types of
  projects such as engineering, IT, R&D, HR, Shared Services
  and Marketing
• Identify potential sponsors
• Encourage development of PMOs


                                “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                                ©2012 Permission is granted to PMI for PMI® Marketplace use only.
What can you do to
promote the cause?

             3 Initiatives:
             ______________
             ______________
             ______________
              “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
              ©2012 Permission is granted to PMI for PMI® Marketplace use only.
We Discussed...


• Evolution of Project Management
• The EPG Model
• Case studies: CERN x SSC and Big Pharma
• The EPG Plan
• Implementation Approaches



                   “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                   ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Points to Remember
      • EPG is the organizational and strategic evolution of
         the project management profession
• Power, Politics and Influence are ever-present factors in
  managing stakeholders in the EPG environment.
• EPG constitutes a governance umbrella under which reside:
  portfolios, programs and projects
• Different approaches can be used to move an organization
  towards EPG


                                “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                                ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Thank you
 for your
 attention!

                         -- Paul Dinsmore




        “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
        ©2012 Permission is granted to PMI for PMI® Marketplace use only.
Contact Information

        Paul Dinsmore
paul.dinsmore@dinsmore.com.br
paulcampbelldinsmore@gmail.com
       +5521 8744 5009




                “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
                ©2012 Permission is granted to PMI for PMI® Marketplace use only.

More Related Content

What's hot

Key Tips To Prepare For An AIPMM CPM or CPMM Credential - H. Del Castillo, AIPMM
Key Tips To Prepare For An AIPMM CPM or CPMM Credential - H. Del Castillo, AIPMMKey Tips To Prepare For An AIPMM CPM or CPMM Credential - H. Del Castillo, AIPMM
Key Tips To Prepare For An AIPMM CPM or CPMM Credential - H. Del Castillo, AIPMM
Hector Del Castillo, CPM, CPMM
 
Ipma Estratégia de Produtos e Serviços até 2022
Ipma Estratégia de Produtos e Serviços até 2022Ipma Estratégia de Produtos e Serviços até 2022
Ipma Estratégia de Produtos e Serviços até 2022
IPMA BRASIL
 
The Product Manager Pathfinder - ProductCamp Toronto - H. Del Castillo, AIPMM
The Product Manager Pathfinder - ProductCamp Toronto - H. Del Castillo, AIPMMThe Product Manager Pathfinder - ProductCamp Toronto - H. Del Castillo, AIPMM
The Product Manager Pathfinder - ProductCamp Toronto - H. Del Castillo, AIPMM
Hector Del Castillo, CPM, CPMM
 
Product Portfolio Risk Management
Product Portfolio Risk ManagementProduct Portfolio Risk Management
Product Portfolio Risk Management
Ruediger Klein
 
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
Hector Del Castillo, CPM, CPMM
 
Bioprosperity
BioprosperityBioprosperity
Bioprosperity
bioprosperity2009
 
Peregrim and manocchi
Peregrim and manocchiPeregrim and manocchi
Peregrim and manocchi
Bizsprouts
 
Introducing the Product Mgmt Framework (PMF)
Introducing the Product Mgmt Framework (PMF)Introducing the Product Mgmt Framework (PMF)
Introducing the Product Mgmt Framework (PMF)
Steve Wells, CPM, PMP
 
University of California, Berkeley Technology Transfer and IP Commercialization
University of California, Berkeley Technology Transfer and IP CommercializationUniversity of California, Berkeley Technology Transfer and IP Commercialization
University of California, Berkeley Technology Transfer and IP Commercialization
Ophelia Yeung
 
Open2012 technology-innovations-disabilities-lehigh
Open2012 technology-innovations-disabilities-lehighOpen2012 technology-innovations-disabilities-lehigh
Open2012 technology-innovations-disabilities-lehigh
the nciia
 
Scaling Innovation at GICs
Scaling Innovation at GICsScaling Innovation at GICs
Scaling Innovation at GICs
Saurabh Mathur
 
Gray Routes intern JDs
Gray Routes intern JDsGray Routes intern JDs
Gray Routes intern JDs
Soubhagya Sahoo
 
Portfolio Management
Portfolio ManagementPortfolio Management
Portfolio Management
SVPMA
 
IIG Portfolio.Issue1
IIG Portfolio.Issue1IIG Portfolio.Issue1
IIG Portfolio.Issue1
Eugene Nizeyimana
 
6 montoya commercialization process of innovation_athens
6 montoya commercialization process of innovation_athens6 montoya commercialization process of innovation_athens
6 montoya commercialization process of innovation_athens
MARE EuroMed
 
Orchestrating Excellence the Yahoo! India way
Orchestrating Excellence the Yahoo! India wayOrchestrating Excellence the Yahoo! India way
Orchestrating Excellence the Yahoo! India way
Tathagat Varma
 

What's hot (16)

Key Tips To Prepare For An AIPMM CPM or CPMM Credential - H. Del Castillo, AIPMM
Key Tips To Prepare For An AIPMM CPM or CPMM Credential - H. Del Castillo, AIPMMKey Tips To Prepare For An AIPMM CPM or CPMM Credential - H. Del Castillo, AIPMM
Key Tips To Prepare For An AIPMM CPM or CPMM Credential - H. Del Castillo, AIPMM
 
Ipma Estratégia de Produtos e Serviços até 2022
Ipma Estratégia de Produtos e Serviços até 2022Ipma Estratégia de Produtos e Serviços até 2022
Ipma Estratégia de Produtos e Serviços até 2022
 
The Product Manager Pathfinder - ProductCamp Toronto - H. Del Castillo, AIPMM
The Product Manager Pathfinder - ProductCamp Toronto - H. Del Castillo, AIPMMThe Product Manager Pathfinder - ProductCamp Toronto - H. Del Castillo, AIPMM
The Product Manager Pathfinder - ProductCamp Toronto - H. Del Castillo, AIPMM
 
Product Portfolio Risk Management
Product Portfolio Risk ManagementProduct Portfolio Risk Management
Product Portfolio Risk Management
 
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
 
Bioprosperity
BioprosperityBioprosperity
Bioprosperity
 
Peregrim and manocchi
Peregrim and manocchiPeregrim and manocchi
Peregrim and manocchi
 
Introducing the Product Mgmt Framework (PMF)
Introducing the Product Mgmt Framework (PMF)Introducing the Product Mgmt Framework (PMF)
Introducing the Product Mgmt Framework (PMF)
 
University of California, Berkeley Technology Transfer and IP Commercialization
University of California, Berkeley Technology Transfer and IP CommercializationUniversity of California, Berkeley Technology Transfer and IP Commercialization
University of California, Berkeley Technology Transfer and IP Commercialization
 
Open2012 technology-innovations-disabilities-lehigh
Open2012 technology-innovations-disabilities-lehighOpen2012 technology-innovations-disabilities-lehigh
Open2012 technology-innovations-disabilities-lehigh
 
Scaling Innovation at GICs
Scaling Innovation at GICsScaling Innovation at GICs
Scaling Innovation at GICs
 
Gray Routes intern JDs
Gray Routes intern JDsGray Routes intern JDs
Gray Routes intern JDs
 
Portfolio Management
Portfolio ManagementPortfolio Management
Portfolio Management
 
IIG Portfolio.Issue1
IIG Portfolio.Issue1IIG Portfolio.Issue1
IIG Portfolio.Issue1
 
6 montoya commercialization process of innovation_athens
6 montoya commercialization process of innovation_athens6 montoya commercialization process of innovation_athens
6 montoya commercialization process of innovation_athens
 
Orchestrating Excellence the Yahoo! India way
Orchestrating Excellence the Yahoo! India wayOrchestrating Excellence the Yahoo! India way
Orchestrating Excellence the Yahoo! India way
 

Viewers also liked

PMI Global Congress 2012 Presentation
PMI Global Congress 2012 PresentationPMI Global Congress 2012 Presentation
PMI Global Congress 2012 Presentation
ZahidKhan007
 
Breathitt County KY Small Business Digital Marketing Case Studies: EPG Explor...
Breathitt County KY Small Business Digital Marketing Case Studies: EPG Explor...Breathitt County KY Small Business Digital Marketing Case Studies: EPG Explor...
Breathitt County KY Small Business Digital Marketing Case Studies: EPG Explor...
Berea College
 
Bioinformatics Core Services, the IBMCP case
Bioinformatics Core Services, the IBMCP caseBioinformatics Core Services, the IBMCP case
Bioinformatics Core Services, the IBMCP case
javijevi
 
Less oh-shit with git
Less oh-shit with gitLess oh-shit with git
Less oh-shit with git
Richard Tape
 
Payforit 4 Case Study
Payforit 4 Case StudyPayforit 4 Case Study
Payforit 4 Case Study
ImpulsePay
 
substance abuse counselor
substance abuse counselorsubstance abuse counselor
substance abuse counselor
guillermotorres100
 
Aliments fruites i animals
Aliments  fruites i  animalsAliments  fruites i  animals
Aliments fruites i animals
hunain25
 
prueba
pruebaprueba
Task 2 writing 105
Task 2 writing 105Task 2 writing 105
Task 2 writing 105
aubrey_j
 
Prezentacja dr. Pawła Kuczyńskiego | anty-ACTA
Prezentacja dr. Pawła Kuczyńskiego | anty-ACTAPrezentacja dr. Pawła Kuczyńskiego | anty-ACTA
Prezentacja dr. Pawła Kuczyńskiego | anty-ACTA
Obserwatorium Kultury | Narodowe Centrum Kultury
 
Payforit4 Training
Payforit4 TrainingPayforit4 Training
Payforit4 Training
ImpulsePay
 
LARIS Property (www.LarisIndonesia.com)
LARIS Property (www.LarisIndonesia.com)LARIS Property (www.LarisIndonesia.com)
LARIS Property (www.LarisIndonesia.com)
www.BerbagiBisnis.com
 
Isas _Q3 _Soft_Topic3_enterprise_application_architecture
Isas _Q3 _Soft_Topic3_enterprise_application_architectureIsas _Q3 _Soft_Topic3_enterprise_application_architecture
Isas _Q3 _Soft_Topic3_enterprise_application_architecture
Tuấn Anh Nguyễn
 
งานนำเสนอ1
งานนำเสนอ1งานนำเสนอ1
งานนำเสนอ1janyaklumin55
 
Payforit 4 Seminar
Payforit 4 SeminarPayforit 4 Seminar
Payforit 4 Seminar
ImpulsePay
 
Revista PM Network
Revista PM NetworkRevista PM Network
Revista PM Network
DC-DinsmoreCompass
 
Isas report
Isas reportIsas report
Isas report
Tuấn Anh Nguyễn
 
Presentation1
Presentation1Presentation1
Presentation1
guillermotorres100
 
Cloud Adoption Trends 2012
Cloud Adoption Trends 2012Cloud Adoption Trends 2012
Cloud Adoption Trends 2012
Fasthosts Internet
 
The big bang theory !!!
The big bang theory !!!The big bang theory !!!
The big bang theory !!!
429287
 

Viewers also liked (20)

PMI Global Congress 2012 Presentation
PMI Global Congress 2012 PresentationPMI Global Congress 2012 Presentation
PMI Global Congress 2012 Presentation
 
Breathitt County KY Small Business Digital Marketing Case Studies: EPG Explor...
Breathitt County KY Small Business Digital Marketing Case Studies: EPG Explor...Breathitt County KY Small Business Digital Marketing Case Studies: EPG Explor...
Breathitt County KY Small Business Digital Marketing Case Studies: EPG Explor...
 
Bioinformatics Core Services, the IBMCP case
Bioinformatics Core Services, the IBMCP caseBioinformatics Core Services, the IBMCP case
Bioinformatics Core Services, the IBMCP case
 
Less oh-shit with git
Less oh-shit with gitLess oh-shit with git
Less oh-shit with git
 
Payforit 4 Case Study
Payforit 4 Case StudyPayforit 4 Case Study
Payforit 4 Case Study
 
substance abuse counselor
substance abuse counselorsubstance abuse counselor
substance abuse counselor
 
Aliments fruites i animals
Aliments  fruites i  animalsAliments  fruites i  animals
Aliments fruites i animals
 
prueba
pruebaprueba
prueba
 
Task 2 writing 105
Task 2 writing 105Task 2 writing 105
Task 2 writing 105
 
Prezentacja dr. Pawła Kuczyńskiego | anty-ACTA
Prezentacja dr. Pawła Kuczyńskiego | anty-ACTAPrezentacja dr. Pawła Kuczyńskiego | anty-ACTA
Prezentacja dr. Pawła Kuczyńskiego | anty-ACTA
 
Payforit4 Training
Payforit4 TrainingPayforit4 Training
Payforit4 Training
 
LARIS Property (www.LarisIndonesia.com)
LARIS Property (www.LarisIndonesia.com)LARIS Property (www.LarisIndonesia.com)
LARIS Property (www.LarisIndonesia.com)
 
Isas _Q3 _Soft_Topic3_enterprise_application_architecture
Isas _Q3 _Soft_Topic3_enterprise_application_architectureIsas _Q3 _Soft_Topic3_enterprise_application_architecture
Isas _Q3 _Soft_Topic3_enterprise_application_architecture
 
งานนำเสนอ1
งานนำเสนอ1งานนำเสนอ1
งานนำเสนอ1
 
Payforit 4 Seminar
Payforit 4 SeminarPayforit 4 Seminar
Payforit 4 Seminar
 
Revista PM Network
Revista PM NetworkRevista PM Network
Revista PM Network
 
Isas report
Isas reportIsas report
Isas report
 
Presentation1
Presentation1Presentation1
Presentation1
 
Cloud Adoption Trends 2012
Cloud Adoption Trends 2012Cloud Adoption Trends 2012
Cloud Adoption Trends 2012
 
The big bang theory !!!
The big bang theory !!!The big bang theory !!!
The big bang theory !!!
 

Similar to PMI Global Congress 2012

An Introduction to Visual Management Systems
An Introduction to Visual Management SystemsAn Introduction to Visual Management Systems
An Introduction to Visual Management Systems
Derek Huether
 
Managing an ITIL SaaS implementation IT program
Managing an ITIL SaaS implementation IT programManaging an ITIL SaaS implementation IT program
Managing an ITIL SaaS implementation IT program
Gottfried Rudorfer
 
PMI Global Congress North America 2015 - Change the system, not the people.
PMI Global Congress North America 2015 - Change the system, not the people.PMI Global Congress North America 2015 - Change the system, not the people.
PMI Global Congress North America 2015 - Change the system, not the people.
Michal Raczka
 
Pmi lebanon conference workshop-initiating proftiable projects-saadi adra
Pmi lebanon conference workshop-initiating proftiable projects-saadi adraPmi lebanon conference workshop-initiating proftiable projects-saadi adra
Pmi lebanon conference workshop-initiating proftiable projects-saadi adra
PMILebanonChapter
 
Climbing the Ladder Means Letting Go: Attributes that make you good at one le...
Climbing the Ladder Means Letting Go: Attributes that make you good at one le...Climbing the Ladder Means Letting Go: Attributes that make you good at one le...
Climbing the Ladder Means Letting Go: Attributes that make you good at one le...
PM Solutions
 
Sneak peek na15 agl01 leading construction industry to lean-agile (leagile)...
Sneak peek na15 agl01   leading construction industry to lean-agile (leagile)...Sneak peek na15 agl01   leading construction industry to lean-agile (leagile)...
Sneak peek na15 agl01 leading construction industry to lean-agile (leagile)...
Iram hasan
 
Na15 agl01 leading construction industry to lean-agile (leagile) project ma...
Na15 agl01   leading construction industry to lean-agile (leagile) project ma...Na15 agl01   leading construction industry to lean-agile (leagile) project ma...
Na15 agl01 leading construction industry to lean-agile (leagile) project ma...
Iram hasan
 
GOV05-final-ppt
GOV05-final-pptGOV05-final-ppt
GOV05-final-ppt
Earnest Valle, PMP, SSBB
 
GOV05-final-ppt
GOV05-final-pptGOV05-final-ppt
GOV05-final-ppt
Earnest Valle, PMP, SSBB
 
Scope: Mastering the Fuzzy Constraint
Scope: Mastering the Fuzzy ConstraintScope: Mastering the Fuzzy Constraint
Scope: Mastering the Fuzzy Constraint
bbigelow
 
SMAC and Transforming Innovation
SMAC and Transforming InnovationSMAC and Transforming Innovation
Click with Ease
Click with EaseClick with Ease
Click with Ease
ronaslideshare
 
Scheduling Optimization with Line of Balance and Start-to-Finish Relations
Scheduling Optimization with Line of Balance and Start-to-Finish Relations Scheduling Optimization with Line of Balance and Start-to-Finish Relations
Scheduling Optimization with Line of Balance and Start-to-Finish Relations
Felipe Moreira
 
Trn04 projects, complexity, innovation and knowledge. A possible link
Trn04 projects, complexity, innovation and knowledge. A possible linkTrn04 projects, complexity, innovation and knowledge. A possible link
Trn04 projects, complexity, innovation and knowledge. A possible link
Livio Paradiso
 
Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring...
Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring...Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring...
Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring...
Marco Negri, PMP, CBAP, COBIT5
 
PMI NA Global congress 2011
PMI NA Global congress 2011PMI NA Global congress 2011
PMI NA Global congress 2011
Joseph Flahiff
 
Risk on complex_projects_project_auditors
Risk on complex_projects_project_auditorsRisk on complex_projects_project_auditors
Risk on complex_projects_project_auditors
Joy Gumz
 
AIPMM Webinar: Developing A Compelling Product Business Case
AIPMM Webinar: Developing A Compelling Product Business CaseAIPMM Webinar: Developing A Compelling Product Business Case
AIPMM Webinar: Developing A Compelling Product Business Case
Startup Product Academy, LLC
 
Managing the People Side of Change: An Applied Framework
Managing the People Side of Change:  An Applied FrameworkManaging the People Side of Change:  An Applied Framework
Managing the People Side of Change: An Applied Framework
Richardson Consulting Group, Inc.
 
Creating The Right Product Strategy To Grow Your Company's Revenue - ProductC...
Creating The Right Product Strategy To Grow Your Company's Revenue - ProductC...Creating The Right Product Strategy To Grow Your Company's Revenue - ProductC...
Creating The Right Product Strategy To Grow Your Company's Revenue - ProductC...
Hector Del Castillo, CPM, CPMM
 

Similar to PMI Global Congress 2012 (20)

An Introduction to Visual Management Systems
An Introduction to Visual Management SystemsAn Introduction to Visual Management Systems
An Introduction to Visual Management Systems
 
Managing an ITIL SaaS implementation IT program
Managing an ITIL SaaS implementation IT programManaging an ITIL SaaS implementation IT program
Managing an ITIL SaaS implementation IT program
 
PMI Global Congress North America 2015 - Change the system, not the people.
PMI Global Congress North America 2015 - Change the system, not the people.PMI Global Congress North America 2015 - Change the system, not the people.
PMI Global Congress North America 2015 - Change the system, not the people.
 
Pmi lebanon conference workshop-initiating proftiable projects-saadi adra
Pmi lebanon conference workshop-initiating proftiable projects-saadi adraPmi lebanon conference workshop-initiating proftiable projects-saadi adra
Pmi lebanon conference workshop-initiating proftiable projects-saadi adra
 
Climbing the Ladder Means Letting Go: Attributes that make you good at one le...
Climbing the Ladder Means Letting Go: Attributes that make you good at one le...Climbing the Ladder Means Letting Go: Attributes that make you good at one le...
Climbing the Ladder Means Letting Go: Attributes that make you good at one le...
 
Sneak peek na15 agl01 leading construction industry to lean-agile (leagile)...
Sneak peek na15 agl01   leading construction industry to lean-agile (leagile)...Sneak peek na15 agl01   leading construction industry to lean-agile (leagile)...
Sneak peek na15 agl01 leading construction industry to lean-agile (leagile)...
 
Na15 agl01 leading construction industry to lean-agile (leagile) project ma...
Na15 agl01   leading construction industry to lean-agile (leagile) project ma...Na15 agl01   leading construction industry to lean-agile (leagile) project ma...
Na15 agl01 leading construction industry to lean-agile (leagile) project ma...
 
GOV05-final-ppt
GOV05-final-pptGOV05-final-ppt
GOV05-final-ppt
 
GOV05-final-ppt
GOV05-final-pptGOV05-final-ppt
GOV05-final-ppt
 
Scope: Mastering the Fuzzy Constraint
Scope: Mastering the Fuzzy ConstraintScope: Mastering the Fuzzy Constraint
Scope: Mastering the Fuzzy Constraint
 
SMAC and Transforming Innovation
SMAC and Transforming InnovationSMAC and Transforming Innovation
SMAC and Transforming Innovation
 
Click with Ease
Click with EaseClick with Ease
Click with Ease
 
Scheduling Optimization with Line of Balance and Start-to-Finish Relations
Scheduling Optimization with Line of Balance and Start-to-Finish Relations Scheduling Optimization with Line of Balance and Start-to-Finish Relations
Scheduling Optimization with Line of Balance and Start-to-Finish Relations
 
Trn04 projects, complexity, innovation and knowledge. A possible link
Trn04 projects, complexity, innovation and knowledge. A possible linkTrn04 projects, complexity, innovation and knowledge. A possible link
Trn04 projects, complexity, innovation and knowledge. A possible link
 
Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring...
Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring...Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring...
Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring...
 
PMI NA Global congress 2011
PMI NA Global congress 2011PMI NA Global congress 2011
PMI NA Global congress 2011
 
Risk on complex_projects_project_auditors
Risk on complex_projects_project_auditorsRisk on complex_projects_project_auditors
Risk on complex_projects_project_auditors
 
AIPMM Webinar: Developing A Compelling Product Business Case
AIPMM Webinar: Developing A Compelling Product Business CaseAIPMM Webinar: Developing A Compelling Product Business Case
AIPMM Webinar: Developing A Compelling Product Business Case
 
Managing the People Side of Change: An Applied Framework
Managing the People Side of Change:  An Applied FrameworkManaging the People Side of Change:  An Applied Framework
Managing the People Side of Change: An Applied Framework
 
Creating The Right Product Strategy To Grow Your Company's Revenue - ProductC...
Creating The Right Product Strategy To Grow Your Company's Revenue - ProductC...Creating The Right Product Strategy To Grow Your Company's Revenue - ProductC...
Creating The Right Product Strategy To Grow Your Company's Revenue - ProductC...
 

More from DC-DinsmoreCompass

Case previ revisão de processos e dimensionamento de pessoal da diretoria de ...
Case previ revisão de processos e dimensionamento de pessoal da diretoria de ...Case previ revisão de processos e dimensionamento de pessoal da diretoria de ...
Case previ revisão de processos e dimensionamento de pessoal da diretoria de ...
DC-DinsmoreCompass
 
Case pró laudo - bpm em telemedicina
Case pró laudo - bpm em telemedicinaCase pró laudo - bpm em telemedicina
Case pró laudo - bpm em telemedicina
DC-DinsmoreCompass
 
Bpm day v1 petrobras
Bpm day v1 petrobrasBpm day v1 petrobras
Bpm day v1 petrobras
DC-DinsmoreCompass
 
Apresentação gestao de processos secretaria de segurança publica
Apresentação gestao de processos   secretaria de segurança publicaApresentação gestao de processos   secretaria de segurança publica
Apresentação gestao de processos secretaria de segurança publica
DC-DinsmoreCompass
 
Palestra ABPMP - Entendendo BPMS
Palestra ABPMP - Entendendo BPMSPalestra ABPMP - Entendendo BPMS
Palestra ABPMP - Entendendo BPMS
DC-DinsmoreCompass
 
Oracle BPM – Case SICREDI
Oracle BPM – Case SICREDIOracle BPM – Case SICREDI
Oracle BPM – Case SICREDI
DC-DinsmoreCompass
 
Gestão de Custos com o MyABCM
Gestão de Custos com o MyABCMGestão de Custos com o MyABCM
Gestão de Custos com o MyABCM
DC-DinsmoreCompass
 
INTELIE - Inteligência em Operação
INTELIE - Inteligência em OperaçãoINTELIE - Inteligência em Operação
INTELIE - Inteligência em Operação
DC-DinsmoreCompass
 
CRYO - Orquestra BPM
CRYO - Orquestra BPMCRYO - Orquestra BPM
CRYO - Orquestra BPM
DC-DinsmoreCompass
 
BIZAGI - Trazendo Agilidade para o Negócio
BIZAGI - Trazendo Agilidade para o NegócioBIZAGI - Trazendo Agilidade para o Negócio
BIZAGI - Trazendo Agilidade para o Negócio
DC-DinsmoreCompass
 
ARPO - Business Modeler: Apresentação da Solução
ARPO - Business Modeler: Apresentação da SoluçãoARPO - Business Modeler: Apresentação da Solução
ARPO - Business Modeler: Apresentação da Solução
DC-DinsmoreCompass
 
BPM Day Rio de Janeiro_Case Mellita
BPM Day Rio de Janeiro_Case MellitaBPM Day Rio de Janeiro_Case Mellita
BPM Day Rio de Janeiro_Case Mellita
DC-DinsmoreCompass
 
BPM Day Rio de Janeiro_Case Globalsat
BPM Day Rio de Janeiro_Case GlobalsatBPM Day Rio de Janeiro_Case Globalsat
BPM Day Rio de Janeiro_Case Globalsat
DC-DinsmoreCompass
 
BPM Day Rio de Janeiro_Case Berneck
BPM Day Rio de Janeiro_Case BerneckBPM Day Rio de Janeiro_Case Berneck
BPM Day Rio de Janeiro_Case Berneck
DC-DinsmoreCompass
 
Por uma Atuação Nao-maquinal
Por uma Atuação Nao-maquinalPor uma Atuação Nao-maquinal
Por uma Atuação Nao-maquinal
DC-DinsmoreCompass
 
Coaching e Resposta Emocional
Coaching e Resposta EmocionalCoaching e Resposta Emocional
Coaching e Resposta Emocional
DC-DinsmoreCompass
 
Artigo Aliança na Revista MundoPM
Artigo Aliança na Revista MundoPMArtigo Aliança na Revista MundoPM
Artigo Aliança na Revista MundoPM
DC-DinsmoreCompass
 
Apresentação Paul Dinsmore no PMI-RJ
Apresentação Paul Dinsmore no PMI-RJApresentação Paul Dinsmore no PMI-RJ
Apresentação Paul Dinsmore no PMI-RJ
DC-DinsmoreCompass
 
Apresentação Paul Dinsmore no evento do PMIRIO
Apresentação Paul Dinsmore no evento do PMIRIOApresentação Paul Dinsmore no evento do PMIRIO
Apresentação Paul Dinsmore no evento do PMIRIO
DC-DinsmoreCompass
 
Oficina Experimental Cláudia Mourão ESARH 2012
Oficina Experimental Cláudia Mourão ESARH 2012Oficina Experimental Cláudia Mourão ESARH 2012
Oficina Experimental Cláudia Mourão ESARH 2012
DC-DinsmoreCompass
 

More from DC-DinsmoreCompass (20)

Case previ revisão de processos e dimensionamento de pessoal da diretoria de ...
Case previ revisão de processos e dimensionamento de pessoal da diretoria de ...Case previ revisão de processos e dimensionamento de pessoal da diretoria de ...
Case previ revisão de processos e dimensionamento de pessoal da diretoria de ...
 
Case pró laudo - bpm em telemedicina
Case pró laudo - bpm em telemedicinaCase pró laudo - bpm em telemedicina
Case pró laudo - bpm em telemedicina
 
Bpm day v1 petrobras
Bpm day v1 petrobrasBpm day v1 petrobras
Bpm day v1 petrobras
 
Apresentação gestao de processos secretaria de segurança publica
Apresentação gestao de processos   secretaria de segurança publicaApresentação gestao de processos   secretaria de segurança publica
Apresentação gestao de processos secretaria de segurança publica
 
Palestra ABPMP - Entendendo BPMS
Palestra ABPMP - Entendendo BPMSPalestra ABPMP - Entendendo BPMS
Palestra ABPMP - Entendendo BPMS
 
Oracle BPM – Case SICREDI
Oracle BPM – Case SICREDIOracle BPM – Case SICREDI
Oracle BPM – Case SICREDI
 
Gestão de Custos com o MyABCM
Gestão de Custos com o MyABCMGestão de Custos com o MyABCM
Gestão de Custos com o MyABCM
 
INTELIE - Inteligência em Operação
INTELIE - Inteligência em OperaçãoINTELIE - Inteligência em Operação
INTELIE - Inteligência em Operação
 
CRYO - Orquestra BPM
CRYO - Orquestra BPMCRYO - Orquestra BPM
CRYO - Orquestra BPM
 
BIZAGI - Trazendo Agilidade para o Negócio
BIZAGI - Trazendo Agilidade para o NegócioBIZAGI - Trazendo Agilidade para o Negócio
BIZAGI - Trazendo Agilidade para o Negócio
 
ARPO - Business Modeler: Apresentação da Solução
ARPO - Business Modeler: Apresentação da SoluçãoARPO - Business Modeler: Apresentação da Solução
ARPO - Business Modeler: Apresentação da Solução
 
BPM Day Rio de Janeiro_Case Mellita
BPM Day Rio de Janeiro_Case MellitaBPM Day Rio de Janeiro_Case Mellita
BPM Day Rio de Janeiro_Case Mellita
 
BPM Day Rio de Janeiro_Case Globalsat
BPM Day Rio de Janeiro_Case GlobalsatBPM Day Rio de Janeiro_Case Globalsat
BPM Day Rio de Janeiro_Case Globalsat
 
BPM Day Rio de Janeiro_Case Berneck
BPM Day Rio de Janeiro_Case BerneckBPM Day Rio de Janeiro_Case Berneck
BPM Day Rio de Janeiro_Case Berneck
 
Por uma Atuação Nao-maquinal
Por uma Atuação Nao-maquinalPor uma Atuação Nao-maquinal
Por uma Atuação Nao-maquinal
 
Coaching e Resposta Emocional
Coaching e Resposta EmocionalCoaching e Resposta Emocional
Coaching e Resposta Emocional
 
Artigo Aliança na Revista MundoPM
Artigo Aliança na Revista MundoPMArtigo Aliança na Revista MundoPM
Artigo Aliança na Revista MundoPM
 
Apresentação Paul Dinsmore no PMI-RJ
Apresentação Paul Dinsmore no PMI-RJApresentação Paul Dinsmore no PMI-RJ
Apresentação Paul Dinsmore no PMI-RJ
 
Apresentação Paul Dinsmore no evento do PMIRIO
Apresentação Paul Dinsmore no evento do PMIRIOApresentação Paul Dinsmore no evento do PMIRIO
Apresentação Paul Dinsmore no evento do PMIRIO
 
Oficina Experimental Cláudia Mourão ESARH 2012
Oficina Experimental Cláudia Mourão ESARH 2012Oficina Experimental Cláudia Mourão ESARH 2012
Oficina Experimental Cláudia Mourão ESARH 2012
 

Recently uploaded

Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
AnnySerafinaLove
 
Mastering B2B Payments Webinar from BlueSnap
Mastering B2B Payments Webinar from BlueSnapMastering B2B Payments Webinar from BlueSnap
Mastering B2B Payments Webinar from BlueSnap
Norma Mushkat Gaffin
 
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
bosssp10
 
The effects of customers service quality and online reviews on customer loyal...
The effects of customers service quality and online reviews on customer loyal...The effects of customers service quality and online reviews on customer loyal...
The effects of customers service quality and online reviews on customer loyal...
balatucanapplelovely
 
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
Adam Smith
 
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Lviv Startup Club
 
Chapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .pptChapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .ppt
ssuser567e2d
 
Company Valuation webinar series - Tuesday, 4 June 2024
Company Valuation webinar series - Tuesday, 4 June 2024Company Valuation webinar series - Tuesday, 4 June 2024
Company Valuation webinar series - Tuesday, 4 June 2024
FelixPerez547899
 
Recruiting in the Digital Age: A Social Media Masterclass
Recruiting in the Digital Age: A Social Media MasterclassRecruiting in the Digital Age: A Social Media Masterclass
Recruiting in the Digital Age: A Social Media Masterclass
LuanWise
 
2022 Vintage Roman Numerals Men Rings
2022 Vintage Roman  Numerals  Men  Rings2022 Vintage Roman  Numerals  Men  Rings
2022 Vintage Roman Numerals Men Rings
aragme
 
How to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM SoftwareHow to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM Software
SalesTown
 
Top mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptxTop mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptx
JeremyPeirce1
 
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...
jamalseoexpert1978
 
-- June 2024 is National Volunteer Month --
-- June 2024 is National Volunteer Month ---- June 2024 is National Volunteer Month --
-- June 2024 is National Volunteer Month --
NZSG
 
In the Adani-Hindenburg case, what is SEBI investigating.pptx
In the Adani-Hindenburg case, what is SEBI investigating.pptxIn the Adani-Hindenburg case, what is SEBI investigating.pptx
In the Adani-Hindenburg case, what is SEBI investigating.pptx
Adani case
 
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfThe 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
thesiliconleaders
 
Building Your Employer Brand with Social Media
Building Your Employer Brand with Social MediaBuilding Your Employer Brand with Social Media
Building Your Employer Brand with Social Media
LuanWise
 
Training my puppy and implementation in this story
Training my puppy and implementation in this storyTraining my puppy and implementation in this story
Training my puppy and implementation in this story
WilliamRodrigues148
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesEvent Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Holger Mueller
 

Recently uploaded (20)

Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
 
Mastering B2B Payments Webinar from BlueSnap
Mastering B2B Payments Webinar from BlueSnapMastering B2B Payments Webinar from BlueSnap
Mastering B2B Payments Webinar from BlueSnap
 
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
 
The effects of customers service quality and online reviews on customer loyal...
The effects of customers service quality and online reviews on customer loyal...The effects of customers service quality and online reviews on customer loyal...
The effects of customers service quality and online reviews on customer loyal...
 
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
 
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
 
Chapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .pptChapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .ppt
 
Company Valuation webinar series - Tuesday, 4 June 2024
Company Valuation webinar series - Tuesday, 4 June 2024Company Valuation webinar series - Tuesday, 4 June 2024
Company Valuation webinar series - Tuesday, 4 June 2024
 
Recruiting in the Digital Age: A Social Media Masterclass
Recruiting in the Digital Age: A Social Media MasterclassRecruiting in the Digital Age: A Social Media Masterclass
Recruiting in the Digital Age: A Social Media Masterclass
 
2022 Vintage Roman Numerals Men Rings
2022 Vintage Roman  Numerals  Men  Rings2022 Vintage Roman  Numerals  Men  Rings
2022 Vintage Roman Numerals Men Rings
 
How to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM SoftwareHow to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM Software
 
Top mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptxTop mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptx
 
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...
 
-- June 2024 is National Volunteer Month --
-- June 2024 is National Volunteer Month ---- June 2024 is National Volunteer Month --
-- June 2024 is National Volunteer Month --
 
In the Adani-Hindenburg case, what is SEBI investigating.pptx
In the Adani-Hindenburg case, what is SEBI investigating.pptxIn the Adani-Hindenburg case, what is SEBI investigating.pptx
In the Adani-Hindenburg case, what is SEBI investigating.pptx
 
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfThe 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
 
Building Your Employer Brand with Social Media
Building Your Employer Brand with Social MediaBuilding Your Employer Brand with Social Media
Building Your Employer Brand with Social Media
 
Training my puppy and implementation in this story
Training my puppy and implementation in this storyTraining my puppy and implementation in this story
Training my puppy and implementation in this story
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
 
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesEvent Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
 

PMI Global Congress 2012

  • 1. EPG - Enterprise Project Governance: A Guide to the Successful Management of Projects Across the Organization Session PBM04 Paul C. Dinsmore, PMI Fellow Dinsmore Associates “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 2. Presenter: Paul Dinsmore • President of Dinsmore Associates, international consulting and training company with headquarters in Rio de Janeiro, Brazil • PMI Fellow since 1994 • Author of 20 books on management and project management “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 2
  • 3. Presentation Based on *Released April, 2012. Amacom, NY “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 4. We´ll Discuss... • Evolution of Project Management • The EPG Model • Case studies: CERN x SSC and Big Pharma • The EPG Plan • Implementation Approaches “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 5. Change, Evolution and Projects • Adam and Eve • Khufu • Leonardo da Vinci • John Kennedy “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 6. Analogy with Quality Management • Quality Control • Quality Engineering • Deming and Juran • Quality Assurance • Six Sigma • Quality Awards • Total Quality (TQM) “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 7. Evolution of Project Management • Single Projects • Network planning ( PERT-CPM-PDM) • Software • Multiple projects and Programs • Portfolios • PMOs • CPMOs • Enterprise Project Governance “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 8. EPG – A MODEL FOR PROJECTIZING ORGANIZATIONS “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 9. Present Scenario • World economy in slump with countries in trouble: Southern Europe • Companies under increased pressure to produce faster, cheaper, better • Constant search to improve overall productivity • Since Sarbanes Oxley, Governance seen as partial solution for improving performance “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 10. What is Enterprise Project Governance ? An umbrella held by upper management that guarantees projects are: • Aligned with overall strategy • Balanced with corporate priorities • Consistent with established objectives “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 11. Components of EPG “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 12. Strategic Alignment Effective EPG requires: • Strategic direction understood by the organization • Permanent monitoring of strategy implementation through project management “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 13. Implementation of Strategy Through EPG “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 14. Risk Management • Directing, including planning and strategic integration • Implementating of standards and guidelines through training • Executing, including registering, retrieving and reporting • Controle & Improvement of progress, lessons learned “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 15. Portfolio Management “The right combination of the right projects” This requires: • Balance among the projects competing for resources • Criteria for prioritizing projects “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 16. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 17. Organizing for EPG Organizing for EPG is based on four pillars: • Governance • Competency • Processes • Culture “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 18. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 19. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 20. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 21. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 22. Internal Stakeholders “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 23. EPG Performance Evaluation • Establish performance topics • Identify KPFs • Create performance indicators • Assign accountabilities • Report performance “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 24. Transformation via Change Management • EPG Objective: scope e vision • Interactions: relationships and communication • Organization: structure, roles and responsibilities • Processes: information, methodology, control “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 25. Why Implement EPG? • Market demand • Technological advances • Shareholder demand • Governamental requirements • Need to innovate “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 26. When to Implement EPG? • External pressure for more effective delivery of projects across the enterprise. • Internal dissatisfaction with the status quo. • A viable plan • Leadership capability “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 27. Where to Implement EPG? In a fertile setting with favorable stakeholders: • Preferably at a high level in the organization, or • In a business unit experiencing project difficulties where managment is searching for solutions “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 28. Governance is key to Project Success or Failure CERN – European Organization for Nuclear Research - Switzerland “Superconducting Super Collider” – Texas, USA “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 29. In July, 2012, CERN announced the discovery of the Higgs boson, known in the media as the “God particle”. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 30. Big Pharma: The Challenge • Expiration of patents • Broken patents • Need to change focus: develop projects aimed at re- organization, and processes, with commercial slant • R&D projects decreasing in profitability “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 31. Big Pharma: Some Adjustments • CPMOs operating at high levels • Increased emphasis on training in PM • Programs aimed at creating a PM culture “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 32. The EPG Plan: The Road to Transformation and Success • Context & Culture • Directing • Strategy alignment • Risk Management • Portfolio Management • Structure, Roles and Responsibilities • Decision-making Processes • Stakeholder Management • Performance Evaluation • Transformation • Information “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 33. The Plan “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 34. Three Approaches • Board • CEO • Bottom UP “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 35. Board- Sponsored EPG Applicable in some organizations, through ad hoc committees, such as: • “Strategic Planning and Implementation” • “Oversight of Strategic Initiatives ” • “Strategic Product Development” • “Special Events and Programs.” “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 36. How the Board Can Influence • Require project prioritization criteria • Promote EPG implementation • Provide oversight (without micro-managing) • Insist on periodic evaluations of project management maturity. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 37. CEO-Sponsored EPG Responsible for interface between company strategists and the implementers. Here are 3 organizational approaches: • Chief Project Officer: C-level responsibility for projects • Corporate PMO: strategic-level project management office • Program Office: responsible for strategic and multiple projects “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 38. Bottom Up Approach Some ideas: • Intensify training programs in project management across the organization • Stimulate use of project management in all types of projects such as engineering, IT, R&D, HR, Shared Services and Marketing • Identify potential sponsors • Encourage development of PMOs “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 39. What can you do to promote the cause? 3 Initiatives: ______________ ______________ ______________ “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 40. We Discussed... • Evolution of Project Management • The EPG Model • Case studies: CERN x SSC and Big Pharma • The EPG Plan • Implementation Approaches “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 41. Points to Remember • EPG is the organizational and strategic evolution of the project management profession • Power, Politics and Influence are ever-present factors in managing stakeholders in the EPG environment. • EPG constitutes a governance umbrella under which reside: portfolios, programs and projects • Different approaches can be used to move an organization towards EPG “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 42. Thank you for your attention! -- Paul Dinsmore “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 43. Contact Information Paul Dinsmore paul.dinsmore@dinsmore.com.br paulcampbelldinsmore@gmail.com +5521 8744 5009 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.